Jesus replied: “’Love the Lord your God with all your mind ... · Jesus replied: “’Love the Lord your God with all your heart and with all your soul and with all your mind.’

Jesus replied: “’Love the Lord your God with all your heart and with all your soul and with all your mind.’ This is the first and greatest commandment. And the second is like it: ‘Love your neighbour as yourself.’” Matt. 22:37-39 NIV

ANNUAL REPORT 2013–14 CHURCHES OF CHRIST IN QUEENSLANDi

02 Welcome from the Chair of Council

03 Funding, Industry and Peak Bodies

04 Church and Care Service Locations

05 Our Identity

05 Historical Foundations

05 Foundational Principles

06 Our Mission

07 Our Values in Action

07 Our Strategic Goals

08 Organisation Structure

09 Council

10 Board

11 Board Members Overview

14 ChiefExecutiveOfficerandExecutiveTeam

18 Council and Board Reports

18 Conference Council Chair Report

19 Board Chair Report

20 ChiefExecutiveOfficerReport

23 Summary of Key Statistics

24 Strategic Direction

25 2010-14 Strategic Plan Report Card

30 Our People – Awards and Recognition of Service

30 Excellence in Service Awards

34 Years of Service Awards

35 Beryl Wiltshire Scholarship Winners

36 Secretariat

38 Mission Division

44 Care Services Division

64 Assurance Services Division

68 Business Support Division

76 Communications Division

86 Finance and Infrastructure Division

91 Financial Overview

94 Board Members Report and Financial Accounts

124 Kingdom Access Points

126 DirectoryofAffiliatedChurches

128 Directory of Care Services

Table of Contents

Churches of Christ in Queensland is one of the top 10 not-for-profitorganisationsintheHealthandCommunityServices sector in Australia.

Reference: BRW Top 500 Private Companies September 2013

DIV

ISIO

N R

EP

OR

TS

OUR LEGAL STATUS

Churches of Christ in Queensland ARBN 147 481 436 (incorporated in Queensland) is a legal body incorporated under Letters Patent issued pursuant to the Religious Educational and Charitable Institutions Acts 1861–1959.

ANNUAL REPORT 2013–14CHURCHES OF CHRIST IN QUEENSLAND 01

CONTENTS

On behalf of the Churches of Christ in Queensland, I welcome you to our 2013–14 Annual Report.

What a wonderfully full and exciting year it has been. As we are such a geographically and ministry diverse organisation, may I encourage you to take the time to read this Annual Report ‘from cover to cover’. No matter what your role or involvement is with the Churches of Christ in Queensland, I suspect you will be pleasantly surprised and encouraged by the stories of what God is doing through this His church.

WELCOME FROM THE CHAIR OF COUNCIL

AUSTRALASIAN REPORTING AWARDS – SILVER AWARD

The Churches of Christ in Queensland 2012-13 Annual Report received a Silver Award in the 2013 Australasian Reporting Awards (ARA). The ARA looks for three informal components in annual reports:

• Overview, objectives and highlights of the entity

• Review of operations or activities

• Detailsandanalysesoffinancialperformance/positionanditsrelationshipwith its stakeholders.

Submissions are judged on strict criteria including layout, format, graphics, transparency and clarity of information.

QUEENSLAND PRINTING INDUSTRIES CRAFTSMEN AWARDS 2013 – GOLD MEDAL – ANNUAL REPORT CATEGORY

TheChurchesofChristinQueensland2012-13AnnualReportreceivedaGold Award in the 2013 Printing Industry Craft Awards. Print production by Cornerstone Press.

NATIONAL PRINT AWARDS 2014 – SILVER MEDAL – ANNUAL REPORT CATEGORY

TheChurchesofChristinQueensland2012-13AnnualReportreceivedaSilver Award in the 2013 Printing Industry Craft Awards. Print production by Cornerstone Press.

2014 Annual General MeetingThe Annual General Meeting will be held at the Brisbane City Hall on Saturday 8 November 2014 at 1.30pm.

ANNUAL REPORT 2013–14 CHURCHES OF CHRIST IN QUEENSLAND02

Greg Runge Chair of Council/Conference President

Greg RungeChair of Council Conference President

FUNDING, INDUSTRY AND PEAK BODIES

Churches of Christ in Queensland works with government, industry and peak bodies to ensure we deliver high quality care and missional services. We also work with these groups to understand and inform reforms that are likely to impact individuals and the communities we work with.

ChurchesofChristinQueenslandrecognisesthesignificantsupportandcontributionoftheAustralianGovernment,QueenslandGovernment, Victorian Government, and local councils.

Theinvaluablesupportandfiscalcontributionprovidedbytheseorganisationsallowustoprovideandaugmentouressentialcare and missional services to a growing number of individuals and communities in need throughout urban, rural and remote Queensland, and in Melbourne, Victoria. We acknowledge a number of government departments that we have relationships with across Queensland and Victoria.

TheAustralianGovernment

Attorney-General’s Department

AustralianCharitiesandNot-for-ProfitsCommission

Australian Health Practitioner Regulation Agency

Department of Education

Department of Employment

Department of Social Services

Department of Health

Department of the Prime Minister and Cabinet

Department of Veterans’ Affairs

DepartmentoftheTreasury

TheQueenslandGovernment

Department of Communities, Child Safety and Disability Services

• Child and Family Reform Stakeholder Advisory Group

• Child and Family Reform Regional Advisory Groups

Queensland Health

DepartmentofEducation,TrainingandEmployment

OfficeforEarlyChildhoodEducationandCare

Department of Justice and Attorney-General

Department of Housing and Public Works

• Ministerial working party on the review of the Retirement Villages Act (Qld)

OfficeoftheGovernorofQueensland

TheVictorianGovernment

Department of Health Department of State Development, Business and Innovation

Industry and peak bodies

Industry and peak organisations generally operate to develop standards and processes, provide training and development supportortoactonbehalfofmemberstoinfluencegovernmentpolicyandpromotethemembers'interests.ChurchesofChristinQueenslandrecognisestheimportanceofourindustryandpeakbodies,andcontributestotheiractivitieswherepossible.Thefollowing list, while not exhaustive, indicates a number of peak and industry bodies which we are actively involved in:

• Aged and Community Care Workforce Strategy Group

• Aged and Community Services Australia (Qld & Vic)

• Aged Care Industry Council

• Australasian Housing Institute

• Australian Community Children’s Services (Qld)

• Australian Institute of Management

• AustralianInstituteofTrainingandDevelopment

• Churches of Christ in Australia

• Christian Management Australia

• Community Housing Federation of Australia

• Community Rent Schemes Association of Queensland

• Community Services Industry Alliance

• CREATEFoundation

• Early Childhood Australia

• Family Day Care Queensland and Australia

• Heads of Queensland Churches

• Leading Age Services Australia (Qld & Vic)

• National In-Home Care Association

• Pastoral and Spiritual Care of Older People (PASOP)

• PeakCare Queensland Inc.

• Property Council (Qld & Vic)

• Q500

• QShelter

• Queensland Council of Social Service

• Queensland Children’s Services Alliance

• Retirement Villages Association of Australia

• TheGowrie(QLD)Inc.

• Health and Community Services Workforce Council


WELCOME

S O U T H - E A S T Q U E E N S L A N D

Q U E E N S L A N D

V I C T O R I A

Normanton

Mareeba Cairns

Mount Isa

Townsville

Mackay

Rockhampton

Gladstone

Cunnamulla

EssendonOrmond Oakleigh

Murrumbeena

WarwickStanthorpe

WithcottToowoombaBongeen

Crows Nest

KingsthorpeDalbyHighfieldsChinchilla

Inglewood

Roma Kingaroy

Gin Gin

Bundaberg

Hervey BayMaryboroughTiaro

GympieMurgon

St George

BlackallOutback

Kenmore

Mitchelton

Arana Hills

IpswichLeichhardt

SpringwoodForest LakeBooval

Raceview

HarrisvilleMt Walker

BerrinbaWithcott

Chambers FlatYatala

Logan

Greenbank

Jamboree Heights

Brisbane City CentralFernvale

Lowood

Upper Kedron

Zillmere

Caloundra

Nambour

Wamuran

Bribie Island

WoorimCaboolture

Redcliffe

Buderim

Kallangur

Bray Park

Boondall

MoorookaCapalaba

Holland ParkMarburg

Gatton

Alexandra Hills

Camp HillAnnerley

Hawthorne

SunnybankSpringfieldCalamvale

Browns PlainsMa Ma CreekHillcrest

Acacia RidgeBundamba

Wynnum

Benowa

Southport

Nerang

RobinaBurleigh Heads

Boonah

KalbarFassifern

RosevaleSilverdale

Spring Hill

AffiliatedChurches

Residential Aged Care Services

Community Care Programs

Early Childhood Services

Retirement Villages

Child, Youth and Family Care Programs

Home Assist Secure and Home and Community Care

Housing Properties

Church and Care Service Locations


S O U T H - E A S T Q U E E N S L A N D

Q U E E N S L A N D

V I C T O R I A

Normanton

Mareeba Cairns

Mount Isa

Townsville

Mackay

Rockhampton

Gladstone

Cunnamulla

EssendonOrmond Oakleigh

Murrumbeena

WarwickStanthorpe

WithcottToowoombaBongeen

Crows Nest

KingsthorpeDalbyHighfieldsChinchilla

Inglewood

Roma Kingaroy

Gin Gin

Bundaberg

Hervey BayMaryboroughTiaro

GympieMurgon

St George

BlackallOutback

Kenmore

Mitchelton

Arana Hills

IpswichLeichhardt

SpringwoodForest LakeBooval

Raceview

HarrisvilleMt Walker

BerrinbaWithcott

Chambers FlatYatala

Logan

Greenbank

Jamboree Heights

Brisbane City CentralFernvale

Lowood

Upper Kedron

Zillmere

Caloundra

Nambour

Wamuran

Bribie Island

WoorimCaboolture

Redcliffe

Buderim

Kallangur

Bray Park

Boondall

MoorookaCapalaba

Holland ParkMarburg

Gatton

Alexandra Hills

Camp HillAnnerley

Hawthorne

SunnybankSpringfieldCalamvale

Browns PlainsMa Ma CreekHillcrest

Acacia RidgeBundamba

Wynnum

Benowa

Southport

Nerang

RobinaBurleigh Heads

Boonah

KalbarFassifern

RosevaleSilverdale

Spring Hill

Thespirit of God was moving in the lives of many people unknown to one another, yet who shared a common sense that all this divisiveness was wrong—Christ had founded one church, one bodywithonemission.Theircollectiveheartwas to call on all Christians to unite on the basis ofrestoringNewTestamentfaithandpractices.Therewasaconvictionthatthroughthisreformation, the church would be restored and reborn into what God intended.

Churches of Christ in Queensland is part of this ‘restoration movement’ which began around 1800 in the USA. Believers from various denominations began to come together with the goal of attempting to reproduce the essence of thechurchaspresentedintheNewTestament.Theysawthemselvesasamovementandhadnothoughtoffoundinganotherdenomination.Theystill had theological differences, but they insisted that this was acceptable as long as all beliefs were based on the Bible. A shared principle of the Churches of Christ movement was the saying from the Saint Augustine, used by John Wesley and other Christian leaders: “In essentials, unity; in opinions, liberty; in all things, love”.

FOUNDATIONAL PRINCIPLES

While Churches of Christ in Queensland does not have a set creed or written statement of faith, the following principles have been foundational to the movement since the beginning. Early catch-cries are in italics:

• Acknowledge Jesus as the only head of the church

• Exclude sectarian names, using the title of Christian only Not the only Christians, but Christians only

• UsetheNewTestamentastheonlyruleoffaith and practice, not man-made creeds No creed but Christ

• Promote the rights to private judgment, liberty of conscience and mutual responsibility Where the Bible speaks, we speak; where the Bible is silent, we are silent; in all things grace and liberty

• Faith is available to anyone who chooses to believe

• Make Christian character the only real test of membership and fellowship

• Practise believers baptism

• Observe the Lord’s Supper weekly All who love the Lord are welcome at the Lord’s table

• Establish congregational government, plurality of elders, the rights of lay leaders to lead, and congregational cooperation and support The priesthood of all believers

• Work towards the union of all followers of Christ so that the world will believe.

We are Churches of Christ. Our identity, existence and purpose as an organisation is found in Jesus Christ as revealed in the Scriptures.

Churches of Christ in Queensland is a church and community organisation that includes agroupofaffiliated,mainstreamChristianchurches and a range of care and community services and faith-related groups.

We have been an active part of the Queensland community for more than 130 yearsandareasignificantpresencewithinQueensland with over 200 services in more than 100 communities; we also work in partnership with Churches of Christ inVictoriaandTasmaniatoprovidecareservices in those states.

We exist to bring the light of Christ into communities:thisisourmission.Throughour local churches and care and support services we touch tens of thousands of lives each year. We strive to create an inclusive, caring, compassionate environment that meets our clients’ needs without discrimination or prejudice. Everyone is welcome to call on our help, regardless of religion, beliefs or background. Our services are funded by a mix of government subsidies, grants, donations, fees and charges.

HISTORICAL FOUNDATIONS

As we read in the Acts of the Apostles, the Christian church was called into existence in AD 30. Since that time there have been many struggles and issues. In the early part of the 16th century, Martin Luther protested against practices that had grown up in the Catholic Church, and he released the Bible and a new understanding of being ‘justifiedbyfaith’totheworld.Later,Calvinstressed the divine sovereignty of God. John Wesley agitated for more spirituality in the churches. Around these great movements of God, great denominations grew, but so did divisive walls. As time went on, more and more splits occurred as people claimed authority and insight. By the 19th century there were hundreds of ‘denominations’ and groupsclaimingtobeTHEtruechurch.

In the midst of all this, a movement emerged that centred on Christ and the Bible.

OUR IDENTITY

We continue to encourage our churches in prayer and evangelism – may these always be our primary focus in our thinking and church life as we work together to demonstrate the love and bring the light of Christ into our communities.


OUR IDENTITY

OUR MISSION

When asked what the greatest commandment was, Jesus responded as follows:

“‘Love the Lord your God with all your passion and prayer and intelligence’. This is the most important, the first on any list. But there is a second to set alongside it: 'Love others as well as you love yourself.' These two commands are pegs; everything in God's law and the prophets hangs from them.” (from Matthew 22:37-40 in The Message).

Jesus also gave this great commission to his followers:

“Go out and train everyone you meet, far and near, in this way of life, marking them by baptism in the threefold name: Father, Son, and Holy Spirit. Then instruct them in the practice of all I have commanded you. I'll be with you as you do this, day after day after day, right up to the end of the age." (from Matthew 28:18-20 in The Message).

Our mission is to do these three things, expressed as Bringing the light of Christ into communities.

Dear friends, do you think you’ll get anywhere in this if you learn all the right words but never do anything? Does merely talking about faith indicate that a person really has it? For instance, you come upon an old friend dressed in rags and half-starved and say, “Good morning, friend! Be clothed in Christ! Be filled with the Holy Spirit!” and walk off without providing so much as a coat or a cup of soup—where does that get you? Isn’t it obvious that God-talk without God-acts is outrageous nonsense? I can already hear one of you agreeing by saying, “Sounds good. You take care of the faith department, I’ll handle the works department.” Not so fast. You can no more show me your works apart from your faith than I can show you my faith apart from my works. Faith and works, works and faith, fit together hand in glove. James 2: 14 - 18 (Msg)

CHURCHES OF CHRIST IN QUEENSLAND06 ANNUAL REPORT 2013–14

OUR VALUES IN ACTION

As our name implies, ‘Churches of Christ’ is founded on the teachings and values of Jesus Christ who calls on every one of us to individually be a light in the place we are in, and collectively to be the light of the world through the expression of love.

He calls upon us to be united in this effort and to work together as one body, and this is not just something we do, but rather, a way of life.

Flowing from this understanding of who we are, and what we stand for as an organisation, is a commitment to these three core values:

• Modelling unconditional love

Werespondoutoflove,firstconsideringthe needs of others before pursuing our own wants, and treating all people as we would like to be treated.

We seek to advance the physical, mental, emotional and spiritual wellbeing of all those we work with, striving to bring uplift to every person and situation we encounter.

We seek fairness and justice for marginalised people and we especially have a heart for the poor, frail and vulnerable in our communities.

We encourage all to contribute and listen openly.

We take the initiative to reconcile known grievances.

We go the extra mile with compassion and grace, and work with others to achieve the best outcomes for people in need.

• Behaving with integrity

We are genuine and authentic in all our dealings.

We are open and honest at all times.

We are present when we are with others.

We talk straight with one another – always with wisdom, empathy and respect.

We are true to who we say we are, with our actions matching our values.

• Being good stewards

We practise the highest standards of management.

We are wise in the use of our monies and assets, ensuring that we generate the best measurable return for our mission.

We take accountability for achieving the best outcomes we can in areas for which we are responsible.

We practise self-care so we bring our best to what we do.

We care about those we work with and we each take responsibility for providing a healthy and safe work environment for all.

We continuously look for ways to improve the quality of the services we provide.

OUR STRATEGIC GOALS

• Establishing more ‘kingdom access points’ and followers of Jesus.

• Every client receiving quality care within a Christian ethos.

• Every community being uplifted.

• Our churches being healthy and committed to mission.

• Operatingandgrowinginafinanciallysustainable way.

• Being an organisation people want to be associated with.

Bringing the light of Christ into

communities

The Great Commission

Love God

Love One Another


OUR IDENTITY

ORGANISATION STRUCTUREas at January 2014

Conference Council Board of Directors

Chief Executive OfficerDean Phelan

Board CommitteesFinance & Infrastructure

Mission & Ministry

Risk & Audit

Caring & Clinical Governance

Corporate Governance

Remuneration

Finance & Infrastructure

DivisionPeter Cranna

Communications Division

Desley Millwood

Mission DivisionGerry Weatherall

Care Services Division

David Swain

Business Support Division

Tracy Hurst

Assurance Services Division

Trent Dean

SecretariatSteve Slade

All Board & Council matters

Research facilitation

Privacy oversight

Legal assistance

Organisational registration matters

Financial Strategy & Modelling

Corporate Reporting

Payroll, Financial Services

Residential Aged Care Billing

Centenary Development Foundation&Treasury

Insurance Services

Ministers and Employees'Benefits

Scheme

KenmoreHeadOfficesite management

Planned maintenance

Development Management

Corporate Identity & Branding

Internal & External Communications

Media Management

Marketing, Public Relations, Website

Development & Management, Social Media

Events Management

Awards & Recognition

Fundraising, Bequests, Major Gifts, Grants

& Funding

Corporate Partnerships

Historical Resource Centre

Mission Action Partners

Evangelism – Mission Strategic Action

LeadershipTeams

Church & Ministry Support,

Professional Development, Governance, Networking

Chaplaincy & Pastoral Care

Access Places

Men'sSheds

New Expressions

Early Childhood Services

Child Protection Services

Housing Services

Retirement Living

Home Care & Community Services

Residential Aged Care

Information Technology&Services

Human Resources

Volunteer Services

Learning & Development

Procurement & Fleet

Hospitality Services

Risk Management

ChildSafe

Internal Audit

Quality Management

Records Management

Workplace Health & Safety

Executive Task Forces

Professional Standards Unit


Council Members Committees

Elected Members

Andi Owen Gympie Church of Christ

Bruce Armstrong HumeRidge Church of Christ (Toowoomba)

Dale White HumeRidge Church of Christ (Toowoomba)

Donna Savill Caloundra Church of Christ

Geoff Charles (Deputy Chair) Springwood Church of Christ (Logan)

Greg Runge (Chair) Westside Church of Christ (Brisbane) Council and Board Membership (Chair)

Myles Waldron Mackay Church of Christ

Phil Bignill The Lakes Church (Cairns)

Steve Nixon Kingaroy Church of Christ

Ex officio members

Gary Edwards Chair of Churches of Christ in Queensland Board

Council and Board Membership

Steve Slade Director – Secretariat (non-voting) Professional Standards Unit (non-voting); Council and Board Membership

Guests with standing invitations to attend meetings

Dean Phelan Chief Executive Officer (non-voting)

Professional Standards Unit (Chair); Council and Board Membership

Council attendance record Number of Council meetings attended

Number of Council meetings eligible to attend

Elected members

Andi Owen 5 6

Bruce Armstrong 5 6

Dale White 6 6

Donna Savill 6 6

Gareth Williams (1) 2 2

Geoff Charles (Deputy Chair) 6 6

Greg Runge (Chair) 6 6

Myles Waldron 5 6

Phil Bignill (2) 3 4

Steve Nixon (2) 3 4

Tim McMenamin (3) 2 2

Ex officio members

Gary Edwards 6 6

Steve Slade 6 6

Guests with standing invitation to attend meetings

Dean Phelan 6 6

(1) Resigned 17/10/13(2) Elected 9/11/13 (2013 AGM)(3) Resigned 25/9/13

COUNCIL

The Affiliated Churches of the Churches of Christ in Queensland elect a Council, and during 2013-14 the Council usually met bi-monthly.

TheprincipalrolesoftheCouncilincludeappointing the Board, fostering the mission and objects of the organisation through intentional prayer and encouragement, and ensuring that Churches of Christ in Queensland is represented in key civic and inter-church activities.

TheCouncilalsohastwocommittees,withmembership drawn from Council members, local church leaders, externally co-opted professionaladvisors,and/orrelevantseniorstaff. Currently the two committees are:

• Professional Standards Unit

• Council and Board Membership.

(L-R) Myles Waldron, Gary Edwards, Andi Owen, Bruce Armstrong, Steve Nixon,

Greg Runge (Chair), Steve Slade, Donna Savill, Geoff Charles, Dean Phelan

(unavailable – Dale White, Phil Bignill)


ORGANISATION STRUCTURE

Board Members

Appointed members Committees

Doug Sparkes Westside Church of Christ (Brisbane) Finance and Infrastructure

Gary Edwards (Chair) Whitehill Church of Christ (Ipswich) Finance and Infrastructure (Chair); Remuneration (Chair)

John Adermann Camp Hill Church of Christ (Brisbane)

Mission and Ministry (Chair)

Nigel King Southport Church of Christ (Gold Coast)

Corporate Governance (Chair); Remuneration

Rilla Roberts Acacia Ridge Baptist Church (Brisbane)

Caring and Clinical Governance (Chair)

Steven Muller Fernvale Community Church (Lockyer Valley)

Risk and Audit (Chair)

Tony Baird Pine Rivers Church (Moreton Bay) Corporate Governance

Ex officio members

Dean Phelan Chief Executive Officer Finance and Infrastructure

Greg Runge Chair of Churches of Christ in Queensland Council/ Conference President

Steve Slade Director – Secretariat (non-voting) Remuneration (non-voting); Corporate Governance

Meeting attendance record Number of Board meetings attended

Number of Board meetings eligible to attend

Appointed members

Don Martin (1) (2) 2 3

Doug Sparkes (1) 4 5

Gary Edwards 9 10

John Adermann 8 10

Nigel King 10 10

Rilla Roberts 8 10

Steven Muller 9 10

Tony Baird 10 10

Ex officio members

Dean Phelan 10 10

Greg Runge 10 10

Steve Slade 9 10

(1) Appointed 1/2/14(2) Resigned 19/5/14

(Standing L-R) Nigel King, Steve Slade, Tony Baird,

Steven Muller, Rilla Roberts, Doug Sparkes, John Adermann,

(seated L-R) Greg Runge, Gary Edwards (Chair), Dean Phelan

BOARD

The Board of the Churches of Christ in Queensland is appointed by the Council, and during 2013-14 the Board usually met monthly.

TheBoardisthelegalBoardofDirectorsfortheorganisation.TheprincipalrolesoftheBoard include overseeing the governance of the organisation, approving and reviewing the Churches of Christ in Queensland Strategic Plan(s), and generally undertaking whatever course of action is necessary to ensure that the objects of the Churches of Christ in Queensland are achieved.

TheBoardalsohassixcommittees,withmembership drawn from Board members, local church leaders, externally co-opted professionaladvisors,and/orrelevantseniorstaff. Currently the six committees are:

• Finance and Infrastructure

• Mission and Ministry

• Risk and Audit

• Caring and Clinical Governance

• Corporate Governance

• Remuneration.

TheChairoftheCouncilisafullmemberof the Board, and the Chair of the Board isafullmemberoftheCouncil.TheChiefExecutiveOfficeristhemostseniorpaidmember of the organisation and reports directlytotheBoard.TheDirector–Secretariat is a non-voting member of both the Council and the Board, and reports directlytotheChiefExecutiveOfficer.


Board Members

Appointed members Committees

Doug Sparkes Westside Church of Christ (Brisbane) Finance and Infrastructure

Gary Edwards (Chair) Whitehill Church of Christ (Ipswich) Finance and Infrastructure (Chair); Remuneration (Chair)

John Adermann Camp Hill Church of Christ (Brisbane)

Mission and Ministry (Chair)

Nigel King Southport Church of Christ (Gold Coast)

Corporate Governance (Chair); Remuneration

Rilla Roberts Acacia Ridge Baptist Church (Brisbane)

Caring and Clinical Governance (Chair)

Steven Muller Fernvale Community Church (Lockyer Valley)

Risk and Audit (Chair)

Tony Baird Pine Rivers Church (Moreton Bay) Corporate Governance

Ex officio members

Dean Phelan Chief Executive Officer Finance and Infrastructure

Greg Runge Chair of Churches of Christ in Queensland Council/ Conference President

Steve Slade Director – Secretariat (non-voting) Remuneration (non-voting); Corporate Governance

Meeting attendance record Number of Board meetings attended

Number of Board meetings eligible to attend

Appointed members

Don Martin (1) (2) 2 3

Doug Sparkes (1) 4 5

Gary Edwards 9 10

John Adermann 8 10

Nigel King 10 10

Rilla Roberts 8 10

Steven Muller 9 10

Tony Baird 10 10

Ex officio members

Dean Phelan 10 10

Greg Runge 10 10

Steve Slade 9 10

(1) Appointed 1/2/14(2) Resigned 19/5/14

BOARD MEMBERS OVERVIEW

GaryEdwards(Chair)FCA CPA BCom GAICD

Gary joined the Churches of Christ in Queensland Board in July 2010, and he is also currently Chair of the Finance and Infrastructure and Remuneration Committees. As Chair of the Board, Gary is also a full voting member of the Churches of Christ in Queensland Council, and its Board and Council Membership Committee.

Gary is currently the Managing Director of a large property company based in the Ipswich area. He has held previous employment roles as a Managing Director for one of the largest Queensland based commercial retailers, and as a Chartered Accountant.

Gary is a Board member of West Moreton Hospital and Health Service, and Committee member of the Board’s Finance Committee and Risk and Audit Committee. During the year he has been the Deputy Chair of Bremer TAFEandtheDeputyChairofWestsideChristian College. Previous roles have included Deputy Chair and Board member of Retravision Northern Ltd, Board member of Ipswich City Rotary Club, Board member ofR.T.Edwards&SonsPtyLtd,andChairofElders at Whitehill Church of Christ.

Gary brings experience in strategic planning, knowledgeofseniorfinancialmanagement,knowledge and experience in community services and corporate governance, together with local church involvement, to the Churches of Christ in Queensland Board.

Gary and his wife Rechelle are members of the Whitehill Church of Christ (Ipswich), where he has held numerous leadership positions over many years.

JohnAdermannBMin DipMin

John joined the Churches of Christ in Queensland Board in July 2010, and is also Chair of the Mission and Ministry Committee.

John has served in ministry and pastoral roles with the Churches of Christ in New South Wales and Queensland for over 20 years, and is currently the Chief of Staff to a Member of the Queensland State Parliament.

John brings a lifetime of experience in local church boards and ministry leadership to the Churches of Christ in Queensland Board.

JohnandhiswifeTinaaremembersoftheCamp Hill Church of Christ (Brisbane), where he was formerly the pastor for 14 years.

Nigel KingONC (Bus) FCPA FAICD CFTP (Snr.) JP (Qual)

Nigel joined the Churches of Christ in Queensland Board in February 2013, and is also Chair of the Governance Committee and a member of the Remuneration Committee.

Nigel acts as a consultant in the area of financeandcorporategovernance.HeisalsotheChiefFinancialOfficerofalargeGoldCoastbasedcompany.Hehassignificantsenior level corporate experience in the finance,bankingandcommercialspheres.

Nigel has served on numerous corporate and not-for-profitboards.Thesehaveincludedthe Pro-Ma Systems Group (Company Secretary); Fittler Group of Companies (Company Secretary); Light of Hope Ltd (Chair, Board member, Company Secretary); Emmanuel Education Ltd (Chair, Board member, Company Secretary); and Youth Concern Ltd (Chair, Board member).

Nigel and his wife Cathy are members of the Southport Church of Christ on the Gold Coast, where he has served previously as a Board member and treasurer.

Rilla RobertsRN FRCN MAppEthics(Healthcare) PGCertAdvNursPrac(DementiaCare) GradDipNurseAdmin DipAppSc(NursingEd)

Rilla joined the Churches of Christ in Queensland Board in January 2010, and is also Chair of the Caring and Clinical Governance Committee.

Rilla consults full-time to the healthcare sector, and has had many years experience in executive and nursing leadership roles in the healthcare sector (principally in the aged care arena).

Rilla brings a lifetime of corporate, healthcare and local church involvement to the Churches of Christ in Queensland Board.

Rilla and her husband Adrian are members of the Acacia Ridge Baptist Church (Brisbane).

Through our local churches and care and support services we touch tens of thousands of lives each year.



Steven MullerLLM(Commercial) LLB GradDipLP MQLS

Steven joined the Churches of Christ in Queensland Board in July 2012, and is also Chair of the Risk and Audit Committee.

Steven is a Senior Lawyer in the commercial litigation and insolvency area with a largeBrisbanebasedlawfirm,andbringsconsiderable experience through this and previous legal roles to the Churches of Christ in Queensland Board.

Steven is a member of the Fernvale Community Church, where he also volunteers as the ministry leader for young adults and high school students.

Tony Baird

TonyjoinedtheChurchesofChristinQueensland Board in June 2011, and is a member of the Corporate Governance Committee.

Tonyhasheldseveralmanagerialpositionswithin the Queensland branch of a large packaging business as well being the State Manager of a stationery supply company.

TonyandhiswifeJeanettehaveworshippedat Rivers Church in Moreton Bay for the past 30 years. He is the Chairman of Elders and has held leadership roles within the church for most of that time.

Doug SparkesBA MA LLB GradDipLP JP (Qual) MAICD

Doug joined the Churches of Christ in Queensland Board in February 2014 having previouslyservedbrieflyontheChurchesof Christ Care Board. He is a member of theBoard'sFinanceandInfrastructureCommittee.

DougisaPrincipalEducationOfficerand Solicitor working at the Queensland Building and Construction Commission (QBCC) where he has responsibility for developing and reviewing domestic building contracts and for educating and assisting industry associations, contractors and homeowners with legal issues. From 1997 to 2012 Doug also owned and operated a large family farming and grazing property on the Darling Downs.

Doug has previously worked in Canberra and Africa with the Diplomatic Corps, and in the building industry in Queensland.

Doug and his wife Ruth are members of the Westside Church of Christ (Brisbane) where Doug has previously served as an Elder.

Exofficiomembers

GregRunge(ChairofChurchesofChristinQueenslandCouncil/ConferencePresident)BEng(Mining) FAusIMM FAICD FIQ GradExecManProgramAMC

Greg joined the Churches of Christ in Queensland Board in January 2013. He is a full member of the Churches of Christ inQueenslandBoard,exofficioduetohiscurrent role as the Chair of the Churches of ChristinQueenslandCouncil/ConferencePresident. He is also Chair of Council’s Board and Council Membership Committee.

Greg is currently the General Manager of a large ASX-listed mining company, with prior roles including Managing Director of various national companies in the mining and exploration sectors.

Greg has served on a number of commercial and local church boards throughout Australia.

Greg and his wife Wendy are members of the Westside Church of Christ (Brisbane), where he has held numerous leadership positions over many years.

DeanPhelan–ChiefExecutiveOfficerMA(Hons) GDipAppPsych BA MAPS MAICD

Dean joined the Churches of Christ in Queensland Board in February 2010 and is also a member of the Finance and Infrastructure Committee. Dean is a full member of the Churches of Christ in QueenslandBoard,exofficioduetohisroleasChiefExecutiveOfficer.HeisalsoChair of Council’s Professional Standards Unit, and a member of Council’s Board and Council Membership Committee.

You can read Dean’s biography in the ‘Executive team’ section on page 14.

Steve Slade – Director – SecretariatFCPA MProfAcc MMs BMsSon FAIM GAICD CDec

Steve joined the Churches of Christ in Queensland Board in January 2010 and is also a member of the Corporate Governance and Remuneration Committees, as well as the Council and its Professional Standards Unit and Board and Council Membership Committees.Hisroleisanexofficioone(and often non-voting) due to his role as Director of the organisation’s Secretariat.

You can read Steve’s biography in the ‘Executive team’ section on page 15.

We go the extra mile with compassion and grace, and work with others to achieve the best outcomes for people in need.


Come to me, all you who are weary and burdened, and I will give you rest.Matthew 11:28 NIV



The Chief Executive Officer is responsible for leading Churches of Christ in Queensland and forwarding the mission, promoting the purpose and values, and inspiring all stakeholders – particularly the Executive Team, staff and local church leaders – to work together to achieve our collective vision and the strategic goals of the organisation as agreed with the Board and overseen by Council.

DeanPhelan–ChiefExecutiveOfficer

The Chief Executive Officer has overall responsibility for the divisions of Churches of Christ in Queensland and is accountable to the Board for the performance of the organisation as a whole. The key result areas include mission focus, strategic planning and implementation, organisational unity, alignment and morale, overall service outcomes for clients, church and community connectedness, operating and growing in a financially sustainable way, the best use of our assets, risk management, compliance, and being an organisation that people want to be associated with.

Dean Phelan, with his wife Janette, moved from Melbourne to take up the Chief Executive Officer position in February 2010.

Dean’s major skills are in the areas of leadership, governance, organisational psychology, and people management. He has extensive experience in the health care and social service sectors having been Chairman of two health care related company boards, several not-for-profit organisations, President of the Vic/Tas Conference of Churches of Christ, and Chair of the Vic/Tas Church of Christ Community Care Board. In the 1990s Dean was elected as Chairman of the Health & Medical Committee of the International Labour Organisation (ILO) – the UN specialised agency which seeks the promotion of social justice and internationally recognised human and labour rights.

Dean was a member of the Executive Team of Epworth Healthcare for 10 years and then the founder and Executive Director of two national companies providing human resources, organisational psychology and support services over a period of 14 years.

Dean holds professional qualifications in applied psychology and bachelor and masters degrees in Arts as well as the University of Melbourne Graduate Business School. Dean has studied theology, trained as a spiritual director and is endorsed as a Church of Christ minister. Dean is a member of the Australian Psychological Society and Australian Institute of Company Directors.

CHIEF EXECUTIVE OFFICER AND EXECUTIVE TEAM

The Mission Division exists to bring to effect the mission of Churches of Christ in Queensland by working together in partnership with, and on behalf of, our churches and care services. The division has a special focus on enabling people (staff, volunteers, pastoral carers and members of our churches) to be vitally involved in kingdom-building mission action. It also focuses on helping to resource and support churches and their ministries in the communities in which they work, promote leadership development across the whole organisation, and to provide excellent support services to our staff.

GerryWeatherall–Director

Gerry joined the Executive Team in November 2010 as the Director of Mission and leader of the Mission Division. Gerry has been an active member of our Pine Rivers Church for over 30 years.

Gerry spent his early working life as an engineer and technical instructor in the public sector and later in private industry. His roles have varied from General Manager, Chief Technology Officer, and Chief Executive Officer to Executive Director of international publicly-listed companies, and he has also been a company owner. Along with his wife Joy, Gerry also worked for a number of years in mission roles in Vanuatu. He maintains a keen interest in the production of large music events, has his own recording studio, and has been the technical producer of ‘The Lord Mayor’s Carols in the City’ for the past seven years.

Gerry served as a member of Conference Council for two years in 2004 and 2005, and was a member of the Churches of Christ Care Board in 2009 and the Churches of Christ in Queensland Board until his appointment as Director of Mission. Gerry is passionate about mission and humbled by God’s calling to be part of the team at Churches of Christ in Queensland.

Dean PhelanChief Executive Officer

MISSION DIVISION

Gerry Weatherall Director


The Care Services Division (Churches of Christ Care) primarily focuses on providing Christ-inspired care and compassion to vulnerable people at different stages of their life journey. Service groups include Child, Youth and Family Care encompassing Early Childhood Services and Child Protection Services, Housing Services encompassing community housing, Retirement Living, Community Care including Home Assist Secure, and Residential Aged Care.

David Swain – Director

David Swain is responsible for the strategic and operational management of the organisation’s Care Services Division. He is particularly focused on ensuring the sustainable provision of quality care across the spectrum of child, youth and family care; community housing; retirement living; community care; and residential aged care.

David has held several positions since being employed as Churches of Christ Care’s Organisation Development Manager in 2002, including playing a key role in redesigning the structure and constitution of Churches of Christ in Queensland.

David draws on a range of skills and qualifications across management, business, health and human services, combined with ‘hands on’ experience in care delivery. He holds a Diploma of Business, Bachelor of Health Science, and a Master of Education, maintains registration as a nurse, and is a Graduate Member of the Australian Institute of Company Directors.

David is the Secretary of the Board’s Caring and Clinical Governance Committee, and is a non-executive director of the Community Services Industry Alliance, having previously served on the board of other not-for-profit organisations.

David is also an active member of the Department of Communities, Child Safety, and Disability Service’s Child and Family Advisory Group.

The Secretariat looks after a wide variety of key organisational governance and specialist support areas, including legal, privacy, research, professional standards, governance (Council, Board and associated committees), shareholder general meetings and organisational registration matters.

Steve Slade – Director

Steve joined the Head Office team in late 2004, bringing a wealth of experience in local Church of Christ and community not-for-profit organisations.

Steve is a member of the Churches of Christ in Queensland Council and Board (non-voting), and is a member of four of their committees (Professional Standards Unit, Council and Board Membership, Corporate Governance, and Remuneration (non-voting)). Steve is a Power of Attorney holder for the organisation, and under our royal mandate as an organisation is one of the three individuals who act as the key officeholders of Churches of Christ in Queensland.

Steve’s background includes senior academic roles in Australasian universities, business leadership roles in national and local companies, and over 10 years in broadcast production and research activities throughout Europe and the Pacific. He is a Fellow of CPA Australia and the Australian Institute of Management, and a Graduate Member of the Australian Institute of Company Directors. He holds Masters degrees in Accountancy and Creative Arts, as well as a Bachelor of Music.

Steve is also a Board member of Living Faith Lutheran Primary School (where his children attend), and a number of different commercial and charitable companies established by Churches of Christ in Queensland. He is also the volunteer Treasurer for the Council of the Churches of Christ in Australia, and has had a long history of involvement as a Board member with various profit and not-for-profit entities here in Australia and overseas.

SECRETARIAT

Steve Slade Director

CARE SERVICES DIVISION

David Swain Director



The Assurance Services Division is responsible for the Risk Management, Quality Management, Internal Audit, and Workplace Health and Safety programs and processes, to ensure we are complying with the required legislation and standards in a manner that is safe for our clients, staff and other stakeholders.

Trent Dean – Director

Trent joined Churches of Christ in Queensland in 2010 and oversees the delivery of organisation-wide assurance services which include risk management, quality management, internal audit, and workplace health and safety.

Trent brings a wide range of governance, health, and community services experience having worked in the not-for-profit and commercial sectors for organisations such as Mater Health Services, Brisbane City Council and QGC – BG Group. He has also held office in the Queensland Chapter of the Risk Management Institute of Australasia.

Trent holds a Bachelor of Nursing, a Master of Health Services Management, a Graduate Certificate in Commerce, a Graduate Certificate in Management, a Graduate Certificate in Clinical Nursing (Child and Adolescent Health), and is currently completing a Bachelor of Laws.

In addition to his current role, Trent is the Secretary of the Board’s Risk and Audit Committee, the designated Fraud and Corruption Control Officer, a member of the Australian Institute of Company Directors, and Secretary of a local photography company.

The Business Support Division coordinates the operational business support functions for the Churches of Christ in Queensland. This includes Human Resources and Volunteer Services, Learning and Development, Fleet and Procurement, Information Technology and Systems, and Hospitality Services. The Division is also responsible for the management of the Project Management Office.

Tracey Hurst – Director

Tracey joined the Executive Team in January 2014 with the establishment of the Business Support Division. Tracey oversees human resources, learning and development, procurement and fleet, hospitality consultancy, and information group operational and strategic activities.

Tracey was employed in 1999 with Churches of Christ in Victoria/Tasmania. She held several senior roles in the Residential Aged Care Services over 12 years and coordinated the transition of those services to Churches of Christ in Queensland in July 2011. Tracey has held a number of roles since relocating from Melbourne to Brisbane in 2012. These have included Acting General Manager Residential Aged Care, Group Manager Strategic Projects and her current role as Director Business Support. Tracey is also the Chair of the Project Management Office.

Before joining Churches of Christ, Tracey worked as Director of Nursing in the private hospital sector and as Human Resources Manager for a major nursing agency in Victoria. Tracey has qualifications in Nursing, Midwifery and Human Resources Management.

BUSINESS SUPPORT DIVISION

Tracey HurstDirector

ASSURANCE SERVICES DIVISION

Trent Dean Director


The Communications Division is responsible for the management of the corporate identity and branding for Churches of Christ in Queensland, key internal and external communications, marketing, fundraising, bequests, and events. The primary functions of the division are to support business objectives, manage reputation and raise the profile of the organisation in the various market segments in which we operate.

Desley Millwood – Director

Desley is responsible for the strategic management and operational activities in communications, marketing, fundraising, events, corporate identity, and branding activities across the organisation. Desley joined Churches of Christ Care in 2004 and since then has successfully developed the communications, marketing and fundraising strengths of the organisation to support its growth. Before joining Churches of Christ Care, she held management roles in marketing and fundraising for other large not-for-profit organisations and in commercial and small business.

She brings a broad understanding of the different facets of communications and marketing and builds on over 25 years experience in fundraising campaigns, events, and corporate communication. She has also held administrative managerial positions with the secretariats of the Australian Marketing Institute, Fundraising Institute of Australia and the Queensland Chapter of the Public Relations Institute. Desley has qualifications in business management and has undertaken a number of professional development courses in fundraising and marketing. She is a member of the Australian Marketing Institute and the Fundraising Institute of Australia, where she held the executive position of Coordinator of Professional Development and Training.

The Finance and Infrastructure Division supports services through its various departments including Business Strategy, Financial Services, Insurance Services, Property and Development, and the Centenary Development Foundation. Its primary focus is to provide wise stewardship of financial and non-financial assets.

Peter Cranna – Director

Peter is responsible for overseeing the financial, finance-related and property/development aspects of the organisation. His most recent challenge is as Project Director of the Kenmore redevelopment project.

Before moving to this role in 2010, Peter was Churches of Christ Care’s Acting Executive Director for two years and Corporate Services Director for over five years.

He contributed to the stability of Churches of Christ Care during a difficult change period and guided the organisation as it expanded its services, especially in child protection and community housing. Churches of Christ Care improved its financial performance during his time in these roles. He has also overseen significant change and development in back-office functions, especially in the finance, information technology and workforce services areas.

His previous experiences have included financial roles with other community service, commercial and chartered accounting organisations.

Peter is a chartered accountant, graduate member of the Australian Institute of Company Directors and has a Bachelor of Economics (majoring in accounting) and a Diploma of Business.

In addition to being responsible for strategic and operational matters within his division, Peter also holds a number of roles in the organisation, including Chief Financial Officer; Power of Attorney; Secretary to the Board Finance and Infrastructure Committee; Executive Officer of Centenary Development Foundation for governance, legal and compliance matters; and Secretary to the Ministers’ and Employees’ Benefits Scheme (MEBS).

COMMUNICATIONS DIVISION

Desley Millwood Director

FINANCE AND INFRASTRUCTURE DIVISION

Peter CrannaDirector



All glory be to God – Father, Son and Holy Spirit – in whose Name we seek to serve.

Itiswithjoyandgladnessthatwereflectonthe last twelve months as your Council – it has been a very busy but productive time.

TheCouncilisappointedbytheAffiliatedChurches (‘Conference’), and after the Annual General Meeting last November, two new members joined (Phil Bignill and Steve Nixon) our Council. We also farewelled twoCouncilmembersduringtheyear(TimMcMenamin and Gareth Williams).

TheCouncilispleasedtoreportthatduring the year two new Board members were appointed to the Board (Doug Sparkes and Don Martin). Unfortunately Don Martin’s time on the Board was a brief one with an unexpected change in personal circumstances for Don which limited his ability to practically be involved. Additionally,TonyBaird’sthree-yeartermas a Board member came to an automatic conclusion at the end of June 2014. Council would like to record its deep appreciation to both of these Board members for their professionalism, service and generous spirit. We are honoured to have leaders who have selflesslygiventheirtimeandtalentsinsupport of Churches of Christ in Queensland.

It is very encouraging to see the broad geographical spread of our churches represented on both the Council and the Board, which together represent nearly athirdofouraffiliatedchurches–awonderful cross section.

While not without many challenges, it has been an exciting year for Churches of Christ in Queensland. Several new facilities and services have been opened, and these are covered in detail elsewhere within this Annual Report.

With so much happening across our movement it is impossible to mention all the things that warrant mentioning. It has been an immense encouragement to Council to see the growth in kingdom access points andAffiliatedChurchattendances.Wedonot want to be deceived by thinking that ‘numbers are everything’, but nonetheless, it is good to see developments that are being well received locally in many of our faith communities. While some ministries have concluded, they have been more than eclipsed by new ministry outworkings acrossourmovement.Thecontinuingworkof the developing Strategic Action Leadership Teamsissomethingthatweshouldallsupport.AllNewTestamentbelieversareencouraged to be “the salt of the earth” and “the light of the world” in Christ.

In closing, I would like to acknowledge and express appreciation to all those who give freely of their time to serve on the Council and Board, and to our Chief Executive OfficerDeanPhelan,theExecutiveTeamand all who serve Churches of Christ across Queensland and in our Churches of Christ Care services in Victoria. Your energy, wisdomandcommitmentisreflectedinsomany positive outcomes.

We ask for your continued prayer for the effective work of our Council in the year ahead.

Greg Runge Chair of Conference Council Conference President

Council Chair Report

COUNCIL AND BOARD REPORTS

Greg RungeChair of Council Conference President

In everything, do to others what you would have them do to you, for this sums up the Law and the Prophets. Matthew 7:12 NIV


The past 12 months have been a time of consolidation and fine tuning of Board processes and functions. We are reminded of Psalm 127:1, ‘unless the Lord builds the house, those who build it labour in vain’. We are aware of our important role as Directors of the organisation, and remain focussed always on bringing about whatever actions, directions and oversight we need to provide in the pursuit of our mission to ‘bring the light of Christ into communities’.

TheBoardisactiveinitsmainresponsibilitiesof strategic direction and planning, corporate governance, good stewardship of our resources and giving guidance to our Chief ExecutiveOfficerandExecutiveTeam.

TheBoardiscomprisedofactiveChristians who bring a broad matrix of skills and a high level professional focus to Board deliberations.

Some of the key decisions, activities and deliverables of the Board over the last 12 months include the:

• acquisition of Carramar Aged Care facility – a 100-bed facility in Stanthorpe

• acquisition of the Bongaree Caravan Park – a community housing site on Bribie Island

• Acacia Ridge housing development – 40 community housing apartments to be built adjacent to our Brig-O-Doon Aged Care facility

• appointment of new External Auditors, GrantThornton

• Strategic Plan – ongoing review and progress, with the next phase of the Strategic Plan being developed

• developmentofthe10-yearfinancialcashflowmodel

• successful Board trips to Melbourne (with Council members) to visit our Victorian facilities, and also to our churches and facilities on the Gold Coast

• ‘ChildSafe’ program – the program was made available to all churches along with a strong direction from last year’s Annual General MeetingthatallAffiliatedChurchesmustadopt appropriate Child Safety measures

• Kenmore site redevelopment – the development application was approved by the Brisbane City Council, with building due to commence in August 2014

• achievement of a very successful Board and Council strategic planning retreat

• creation of the new Business Support Division

• Medical Santo Clinic in Vanuatu – many good news stories were reported

• Gidgee Inn Motel in Cloncurry – the motel continued to supply much needed funds to carry out missional activities managed by the Mission Division

• Rosella Gardens in Meringandan – an investment of Churches of Christ in Queensland, continued to show good growth in sales

• creation of a new Corporate Governance Committee as a committee of the Board

• establishment of a new Council committee to recruit new Board and Council members.

TheBoard’scommitteestructureiscontinually reviewed to suit the needs of our largeandgrowingorganisation.Therearecurrently six Board committees: Finance and Infrastructure; Mission and Ministry; Risk and Audit; Caring and Clinical Governance; Remuneration; and Corporate Governance.

TheCommitteesconsiderindetail,the business of the various areas of the organisation and report to the Board regularly.Thecommitteestructureisworking well and enables the Board to succinctlyfulfilitsgovernancemandate.

Board members contribute an immense amount of time to Board business – often attending numerous Board, Committee, and other associated functions or meetings each month. On behalf of the Board, I extend our sincere thankfulness for the gracious volunteeringoftimeandtoTonyBairdwhoconcluded his three-year term on the Board this year. Likewise I would like to extend our appreciation to Don Martin for his brief stint of a few months on the Board this year.

TheBoardisalsoappreciativeofChiefExecutiveOfficerDeanPhelanandhisprofessionalExecutiveTeamforthewaytheyskilfullynavigate the organisation forwards. As Board Chair, I hold weekly discussions with Dean, and IampleasedtoreportthattheExecutiveTeamcontinues to move into ministry activities in synergy with the Board’s directions.

In all things as a Board we give thanks to God for the current position of Churches of Christ in Queensland and the way in which strong foundations for the future are continuing to be established.

Gary Edwards Chair of the Board

Board Chair Report


CONFERENCE COUNCIL & BOARD REPORTS


This report follows the journey we have been on since the historical constitutional changes made at the November 2009 Annual General Meeting, and begins to outline major directions for the next stage of our strategic planning.

2010-14 Report Card: Our journey over thelastfiveyears

Withthebenefitofhindsightwecanreflectontheinfluencesthatshapedourstrategicplanningfiveyearsago.Thegovernanceandstructural changes made at the end of 2009 afteralongperiodofdifficultiesandinternalconflict,werepredicatedbythreebroaddesires from the collective leadership across our movement:

(i) More unity

(ii) Better utilise our resources

(iii) Bring back missional zeal.

At its heart, the changes were really about reclaiming our Churches of Christ identity and DNA, that is, “Rebuild the Church by focusing on Jesus Christ and the teachings of the Bible (andinparticular,theNewTestament),getrid of divisive man-made practices, and be an uncluttered, inclusive movement encouraging everyone to work together as one body for the kingdom of God”.

Following the establishment of our new constitution, in 2010 our organisation sought healing, stability and validation of our identity – who we are and what we stand for as Churches of Christ in communities. We also needed to appreciate our collective social impact across the gamut of missional and service offerings we were undertaking, and to collectively comprehend the missional opportunities inherent in this.

Consequently our 2011 Strategic Plan focused on three principal themes: reinvigorating our identity and values around one common purpose, working together as one body, and thirdly improving our service delivery capability across all missionalandcareserviceareas.Thisfocusallowed us to vigorously pursue six broad strategic goals, detailed later in this report, and generated a renewed, collective desire to do all we can to bring the light of Christ into communities in Queensland and to actively work with our sister Conference in VictoriaandTasmaniatobuildcommunitiesof hope and compassion.

Thebreadthofinitiativesandtheenergyreleased in their pursuit has been remarkable, somuchso,thatinfiveyearsChurchesofChrist in Queensland has transformed into

aself-confidentorganisationlookingtothefuture with real ambition and belief in God’s power to seriously uplift and transform individual lives and communities across Australia and overseas.

One Body

Our historical records show that our care ministries were founded by our church leaders and were seen as extensions of the work of our local churches. Yet, over time our “care services” and “local churches” became increasingly separated – a trend that can be observed across most major denominations over the past 40 plus years. Therearestrongdrivingforcesthathaveledto this, and I think the Church as a whole has paid a heavy price for this separation.

As part of our quest to work together again as one Body (1 Corinthians 12), we sought to change the cultural divide and language of the “church” and “care service” labels that had become inherent in how we saw things and operated; and even within these labels there were further divides for example, established church versus emerging church, properties versus mission, aged care versus child care etc.

Therewasnodoubtthedivisionswerereal.Many of our entities had gone their own way and quite a few had lost their connection with our core DNA. Finances were not being used wisely for the good of the whole body, and anger, frustration and inwardness had replaced any collective sense of vision, shared “brotherhood” or belief in the future.

Yet, when we dug beneath the surface of some of these divides, the actual differences were not always as distinct as people made them out to be. For example, Church of Christ had small groups of people meeting for prayer, communion and learning in a building or in their home – which we called “local churches”, and we had other groups meeting for prayer, communion and worship in their building or home (that happened to be a residential care or housing complex) – which we called “care services”.

So, we brought all of these under the one governance umbrella, and we created a new way of thinking and talking about all of the presences that we have in communities. What if every single Church of Christ point in the community was a place where people could access the kingdom of God? What would it look like if every point that bore the name or had a connection to Churches of Christ – whether it was a place for the homeless, a place where people were cared for, a place where vulnerable children were

Chief Executive Officer Report

Dean PhelanChief Executive Officer

You can develop a healthy, robust community that lives right with God and enjoy its results only if you do the hard work of getting along with each other, treating each other with dignity and honour. James 3:18 (Msg)


loved, or a place where people met for fellowship, communion and teaching – was a place that anyone could access the kingdom of God and all it offers? What if every place was a kingdom access point in their community? What would need to change for this to become real?

Tobeginweneededtochangethestorythat so many of us were living in, for example, stop talking and operating as separate entities, and begin talking and operating as one Body with numerous kingdom access places. Instead of talking about approximately 70 autonomous local churches, 50 aged care and retirement living villages, 60 child, youth and family services, our many social and affordable housing communities, or the fresh expressions of church in homes, cafes etc – we needed to start talking about our collective movement with 200 plus potential kingdom access places. We needed to be talking about how we can build more of them in communities so more people can experience the love of GodandfindarelationshipwithJesus.

Of course, just changing language doesn’t make it real. But for deep change to begin, there must be a shift in how the world occurs. Language and concepts are a major shaper of this for all of us; 1 Corinthians 12:15-20 records the apostle Paul’s description of this challenge:

“15 Now if the foot should say, “Because I am not a hand, I do not belong to the body,” it would not for that reason stop being part of the body. 16 And if the ear should say, “Because I am not an eye, I do not belong to the body,” it would not for that reason stop being part of the body. 17 If the whole body were an eye, where would the sense of hearing be? If the whole body were an ear, where would the sense of smell be? 18 But in fact God has placed the parts in the body, every one of them, just as he wanted them to be. 19 If they were all one part, where would the body be? 20 As it is, there are many parts, but one body.”

OurCouncil,BoardandExecutiveTeamhave reported each year on the progress we are making in forwarding the mission and goals I have outlined above. As we have changed our separatists’ ways and narrative, we have also strived to implement concurrent strategies and continued action research as each part works through what it means to contribute according to its local purpose and gifts, whilst at the same time reflectingthemissionofthewholebody.

Thisannualreportincludesa2010-14

Strategic Plan Report Card on pages 25 to 28

on our achievements in relation to the vision

and goals we set for ourselves in 2010 in

response to what we feel God is calling us to

do at this point in history.

2013-14accomplishments

Earlier in this report our Council and Board

Chairs have highlighted some of the major

accomplishments of the past twelve months.

I want to acknowledge and thank both of

thesemenfortheirsignificantleadership

and wisdom. Both the Council and Board

are serving our movement very well, and

the membership and functioning of both of

thesegroupsreflectsthegrowingmaturity

and effectiveness of our whole organisation.

Under the various sections, this annual

report details many of the operational

achievements that have been made this year.

It has been another good year – thanks be to

God and his workers.

As well as looking at institutions, the Royal

Commission into Institutional Responses

to Child Sexual Abuse has highlighted the

importance of a proper program to manage

children’s safety being in place within local

churches. For the last few years, we have

collectively increased our efforts so as to

ensure all our churches (and kingdom access

points) are compliant within the children’s

safetyarea.Theimportanceofthisissue

has been highlighted at the past two Annual

General Meetings and Centrifuge gatherings,

as well as via written communications to

all of our churches. We will continue to

emphasise this in the year ahead.

Our highlights include:

• more kingdom access points

• more followers of Jesus

• further growth in overall local church attendances

• all caring services maintained full accreditation whilst growing and adapting to many externally imposed changes

• further strengthening of our financialposition

• strong client and staff satisfaction.

Churches of Christ in Queensland has transformed into a self-confident organisation looking to the future with real ambition and belief in God’s power.

Our fabulous staff and volunteers

During 2013-14 we have gone through a period of fundamental change impacting all service streams simultaneously with both federal and state governments introducing a raft of new quality frameworks, legislative requirements, contracting arrangements, andotherrelatedreforms.Theseandmanyotherchangesaresignificantlyaffectingour support services systems, processes and staff. Many of the changes are not only impacting our service managers and care staff, but also placing large demands on our InformationTechnology,HumanResources,Communications and Marketing, Quality and Asset Management, Finance, and Project Management teams as they strive to keep up with changes across multiple programs. We are addressing these, but the next 12 months willseefurthersignificantinvestmentinInformationTechnologyinfrastructure,staff,integration and alignment.



‘I am continually moved and inspired by the commitment of so many people across our organisation’ Dean Phelan

commitment, compassion and enthusiasm to make this organisation a success, and for regularly going ‘well above and beyond’ to help get an important project across the line or to take extra care of one of our clients in need — I thank you.

I am so pleased that Ministers and other local leadersofoncefiercelyindependentchurchesare once more meeting to get to know each other and to explore how they can cooperate and work together for the good of the kingdom. Everybody gains from this.

TheteamthatIworkwitheachdayareanamazingly talented and dedicated group – Steve Slade, David Swain, Desley Millwood, PeterCranna,GerryWeatherall,TrentDean,TraceyHurst,andmywonderfulassistantAndreaCannon.Thoseintheofficesaroundme have been with me since I started in 2010. Each of you lead teams of amazing people achievingsignificantresults.

I thank God and each one of you for your support, experience, loyalty and spiritual gifts. I would also like to express my appreciation and thanks to your families for their support.

I mentioned our Board and Council Chairs earlier.ThankyouGaryandGregforyourwisdom and consistent focus on what’s needed to keep forwarding our mission and buildingChurchesofChrist.Thankyoutoeach member of Council and Board for your contribution to the spiritual and organisational health of our movement.

Thankstoourdonors,supportersandfundingbodies for their support through grants, donations and gifts in kind. Without this support we would not be able to continue to provide assistance to many thousands of people in need.

DeanPhelan ChiefExecutiveOfficer

Inthelastfinancialyearmorethan76,000hoursweredonatedbyvolunteers.Thesocial and emotional richness that comes from an effective volunteer team is very significanttoourclientsandstaff.Now,more than ever, we are engaging with people from all walks of life who have differentreasonstovolunteer.Theyallhaveone thing in common, a preparedness to make a difference whether it is to their own lives orpurelyforthebenefitofothers.Wegivethanks for this wonderful support.

Financial performance

Over the past year we saw a strengthening of ourunderlyingfinancialperformanceandnetassets, as can be seen in our audited accounts within this annual report. Our underlying operating result improved by more than $2 million compared to last year, with the overallprofitforyearending30June2014amounting to $7.8 million.

Lookingforwardtotheyearahead

Clearly the challenges we face in society are many and growing, from the decline in interest in, and practice of Christianity, the ageing population, the impact of a digital world, cloud technology and mobility, to water and resource management, housing shortages, family breakdowns, and the list goes on. Nonetheless, it is the realisation of our organisation’s potential to make a difference that now compels us to grow further.

TheStrategicPlanReportCardonthefollowing pages summarises the turnaround andachievementsofthepastfiveyears.Itisnowtimetomapoutthenextthreetofiveyears of thinking and planning for the future. TheBoardandExecutiveTeamhavebegunthe development of our next strategic plan to further forward our mission and vision of being one of the leading Christian movements in Australia making a difference to more lives and communities through the love of God and the light of Christ here and overseas.

Thanks

ThereisnodoubtthepowerofGod'sHolySpirit is being seen more and more across ourmovement.TheChurchesofChristinQueensland ‘footprint’ continues to grow. I give thanks to our staff, volunteers, our ExecutiveandSeniorManagementTeams,our Board and Council members, and our Ministers and thousands of local church contributors who make a positive difference to their world every day.

I am continually moved and inspired by the commitment of so many people across our organisation. For your time, your ideas, your


Care service streams summary

Child, Youth and Family Care

Housing Services including Home

Assist Secure

Retirement Living

Community Care


Persons receiving care 6,941 15,570 970 2,075 2,840

Number of staff 569 34 40 240 2,191

Number of volunteers 11 24 55 26 722

Government subsidies 29,371,485 5,933,790 11,303,734 99,919,113 29,371,485

SUMMARY OF KEY STATISTIC

Five year summary 2009–10 2010–11 2011–12 2012–13 2013–14

Total number of kingdom access points 207 214 211 210 244

Number of affiliated churches 70 70 64 64 64

AICF affiliated – – 6 6 6

Attendances in churches* 6,220 6,687 6,811 7,038 7,361

Number of church members 4,665 4,995 4,919 5,231 5,583

Number of care and support services* 137 144 152 152 153

Number of foster and kinship carers 667 667 952 920 801

Number of family day care and in-home carers 276 408 357 198 214

Number of housing places 583 569 895 1,096 1,120

Number of independent living units 556 562 664 797 791

Number of approved operational aged care beds 1,355 1,355 1,632 1,673 1,770

Number of registered volunteers (including visiting ministers) 740 766 622 646 898

Number of staff across all mission, care and support services

2,907 2,856 2,900 3,034 3,281

Government subsidies received – Churches of Christ Care $86,855,478 $107,236,202 $133,860,856 $136,040,035 $146,837,434

* Numbers for churches 2009-10 compiled from actuals at the time.

We defined a kingdom access point as a group or active network:

• of 12 or more people who regularly connectwithanidentifiablerhythm and regularity

• that contains at least three people who would self identify as members of the Churches of Christ mission workforce

• thathassomedefinableandnameable leadership and governance

• that was designed in order to give people in the community access to the kingdom of God – “there is a danger they will meet Jesus”

• that has traceable links to Churches of Christ.

Now to the King eternal, immortal, invisible, the only God, be honour and glory for ever and ever. Amen.1 Timothy 1: 17 NIV



STRATEGIC DIRECTION

The value of our strategic plan as a guide to our decision making has been very evident over the last financial year. The 2011-16 strategic plan sets out six overarching goals that form the basis of our mission.

Thesegoalsare:

1. Establishing more ‘kingdom access points’ and followers of Jesus.

2. Every client receiving quality care within a Christian ethos.

3. Every community being uplifted.

4. Our churches being healthy and committed to mission.

5. Operatingandgrowinginafinanciallysustainable way.

6. Being an organisation people want to be associated with.

Strategies and operational implementation plans have been developed for each of these goals, built around the following ethos. We:

• are Churches of Christ and all we do in Christ’s name is part of God’s church—one God, one church, one body, one mission

• areasignificantplayerinQueensland,a major care provider and employer in many regional communities and respected by all levels of government for the contributions we make

• must live our story with a belief in who we are, what we stand for, our capability as an organisation and the power of our loving God who is already present in these communities

• must cluster, or work together, as one body to create the greatest impact on our communities. Our local churches, care services, chaplains, church support and otherHeadOfficeservicesmustcontributeto their local communities according to theirspecifictalentsandcallings,andmust support each other as one body with a common mission of bringing the light of Christ into all communities

• will work locally and together in area clusters to develop and implement a mission action strategy for each broader area, and identify concrete plans for making an impact on our communities

• will establish new Christian gatherings and church plants, new care services and refocus/revitaliselocalchurchesandcareservices where required

• will encourage all of our current communities, no matter how small, to feel positive, engaged and uplifted, experiencing what it means to truly be a Church of Christ: “For where two or three are gathered together in my name, there am I in the midst of them.” (Matthew 18:20)

• will encourage all groups and facilities to see themselves as the one organisation, living out the commandments and contributing to the great commission in their neighbourhoods as faithfully as they can

• will encourage positivity and commitment to who we are and what we believe as ChurchesofChrist.Thiswillbedonethrough common ‘branding’ and building ourprofileinlocalcommunitieswithappropriate cross-promotion of churches and care services through marketing

• will increase our focus and investment in leadership and promote professional development across all areas to further improve the calibre of our services, reinforce our mission ethos and restoration values, and lay deeper foundations for the future

• will ensure that all of our care services provide client-focused care and are designed around the needs of our clients, rather than the needs of ourselves or others.

ThethreegoalsofChurchesofChristCarethat support the overall goals for Churches of Christ in Queensland are as follows:

1. Outcomes for clients – we will provide client-focused care that supports individuals to reach their goals and potential.

2. Community impact – we will positively impact communities in which we have a presence through greater integration amongst our services (including churches) and together with other community organisations and local government.

3. Reputation – we will have a reputation for service excellence, and community and industry leadership.

Just as local churches established caring services to meet community needs, we will enlist the support of our churches and other community organisations to greater impact the communities we serve.

Outcomes for clients – we will provide client-focused care that supports individuals to reach their goals and potential.


Strategic Goal 1 Establishingmore'kingdomaccesspoints'andfollowersofJesus

In the last three years, we have created an environment which has encouraged and released many new projects which are proving helpful to a completely new group of people than we had previously worked with.

Our kingdom access points can now be found in churches, care centres, parks, sporting clubs, hospitals, retail shops, lounge rooms,cafésandonline.Thesekingdomaccess points assist people to follow Jesus in their day to day lives everywhere from Cape York in the north to Melbourne in the south and from Cunnamulla in the west to Gladstone in the east.

• We have raised 20 Strategic Action LeadershipTeams(SALTs)sofaracrossQueensland;115peopleinvolvedinSALTsstate-wide.

• Thenumberof‘ministeringpersons’(endorsed ministers) increased by 22.

• Therearenow244kingdomaccesspoints,an increase of 18% since 2010.

• We have 21 active Mission Action led programs within the state, one national program and one in Vanuatu.

• Centrifuge conferences are regularly attracting 150 delegates at each event.

• New expressions of faith have developed outside traditional fellowship communities.

• Kingdom access points now include our churches, care services, in parks, sporting clubs, hospitals, retail shops, lounge rooms, cafés and online.

• Newly established kingdom access points are engaging with over 1,500 people community-wide on a monthly basis.

• Collectiveattendancesatouraffiliatedchurches have increased by more than 1,000 people.

• We expanded our number and range of services, including fostering and kinship care services in Brisbane; Housing (long stay caravan park) on Bribie Island; Home CareandRetirementLivinginTownsville;Early Childhood Services in Goodna and Residential Aged Care in Stanthorpe.

• We increased coverage of and support of our care services by community chaplains.

• Therewasincreasedengagementincareservices by local churches.

• Support for new faith based activities increased across integrated communities.

• We actively promoted the volunteer program, with volunteers supporting a rangeofnewactivities(e.g.LeadTenantModel, and Social Circle).

2010–2014 Stategic plan ReportCardHighlights andAchievements

Strategic Goal 1• 18% increase in kingdom access

points since 2010

• 26% increase in the number of people regularly engaged with our kingdom access places

Strategic Goal 2• Every service licensed

and accredited

• 89% client satisfaction with only 1.8% who would not recommend us

• Chaplains available for all clients

Strategic Goal 3• Establishment of 20 Strategic

Action Leadership Teams since 2010

• 23 new community uplift programs commenced since 2010

Strategic Goal 4• 18% increase in overall

attendances across our affiliated churches since 2010, bucking the national trend

Strategic Goal 5• Revenue increased by

$77M or 57% since 2010

• $30M+ increase in net assets

Strategic Goal 6• 91% staff satisfaction rating

• Creation of Celebrate Awards Dinner

• Growth in major event attendances

Towards 2015

We will:

• continue to initiate, lead and develop the SALT network

• increase family support activity, engaging with appropriately equipped churches

• commence Acacia Ridge community housing project

• win transfer of public housing stock

• increase size of seniors care and accommodation portfolio

• close the regional SALTs gap.

47,6992013-14

❚Affiliated Churches

❚Mission Action Team/kingdom access places

❚Care Services

❚Staff + Volunteers

37,6932009-10

Number of people engaging in our kingdom access points



Strategic Goal 2 Every client receiving quality care withinaChristianethos

• We maintained accreditation, licensing or similar levels of compliance across all service areas.

• We received consistent positive formal and informal feedback on our client focus from surveys and quality auditors.

• Weconductedourfirstall-of-organisationclient survey which showed there is a 89% satisfaction rating with our services and care delivery, while 87% of respondents would recommend Churches of Christ Care, with only 1.8% indicating that they would not.

• Children, young people, carers and staff in our child protection services continue tobenefitfromourimplementationoftheSanctuary therapeutic model of care; we achieved international accreditation – the firstinAustralia.

• We created and built new community chaplaincy roles to support our housing clients, community care clients and others.

• TheLeadTenantmodelwithinthechildprotection services supports young people to successfully transition to adulthood.

• TheCentreofExcellenceinDementiaCare and other initiatives across our seniors care services, including a Managing Me program for staff, Fun and Fitness program for clients, and the Social Circle volunteer initiative for people isolated in the community, are all having tangible positive impact on our clients, staff, and the broader community.

• We conducted a review and upgrade of the Home Assist Secure service structure to better meet client needs.

• We conducted a review and upgrade of our Care Management Systems that guide client care across several care streams.

• Our integrated communities model continues to go from strength to strength. Whether around the interests or needs of seniors (Bribie and Mitchelton) or Youth andFamilies(Townsville),theprinciplesof working together across care programs, churches, and community organisations, are successful in promoting improved outcomes for our clients and communities.

• TheExecutiveTaskForce–Cultureand Morale is working to create and promote an environment that will support team cohesion and improved employee satisfaction, which will in turn promote a client service focus.

• Significantworkisbeingconductedon information systems and strategies required to measure, report and evaluate achievement of care outcomes.

Strategic Goal 3 Every community being uplifted

ThegreatbenefitintheStrategicActionLeadership strategy is local churches and care services working together as a team to build strategy and achieve our collective missional aims.

In well over 200 locations in Queensland and three in Victoria, we are working towards being one body achieving kingdom outcomes forcommunities.Toourknowledgethereis currently no other church organisation in Australia with such a bold plan to leverage action learning in such a way as to collectively impact this many communities.

• We further developed our range of services in integrated community sites towards our goal that ‘anyone can access any service on the site regardless of their funding source’.

• Senior and operational managers actively participated in Strategic Action LeadershipTeams,workingacrossservices and churches to focus on the best ways of using our resources to bring uplift to communities.

• We implemented innovative responses to support communities beyond existing service provision, for example, Residential Aged Care commenced a program of freezing excess meals for distribution to needy folk in the community through our churches.

• Collaboration around community impact hasproducedsignificantbenefitsinanumber of communities, examples being Townsville,BundabergandNambour.

• We broadened our community reach through expansion in communication and media strategies, helping to energise and unite community connections.

Towards 2015

We will:

• build our home care and support services and formalise our ‘assisted living’ product offering

• develop further the local Strategic Action Leadership Teams connections with government and community groups for other opportunities to leverage our resources to benefit communities beyond our existing service base

• expand our community chaplains through increased fundraising.

Towards 2015

We will:

• implement electronic care management systems, and technology to support a mobile workforce

• implement social enterprise initiatives

• increase volunteer engagement

• focus on outcome and impact measurement

• further build our client-focused care models.


Strategic Goal 4 Ourchurchesbeinghealthyandcommitted to mission

• Therewasan18percentincreaseinchurch attendances between 2010 and 2014.

• An endorsement process for ministering persons was launched to address health and wellbeing issues relating to church leaders, by introducing mentoring and companionship support.

• We introduced the “ChildSafe” safety management system.

• We increased resources dedicated to supportingexistingaffiliatedchurches.

• We increased sharing of resources between care services and churches for maximumbenefit.

• Care and support services leadership have actively participated in Centrifuge events.

• We connected churches with missional opportunities in care services (e.g. youth from Chinchilla conducting a mission trip to Bribie Island care services).

• We encouraged and supported local ministers and church leaders in the developmentoflocalSALTsandstrengthening of relationships amongst our regional leaders.

• We further built our Centrifuge programs to encourage and support our local church leaders with 150+ now attending regularly.

Strategic Goal 5 Operatingandgrowinginafinanciallysustainable way

Theorganisationhasawonderfullegacyofassetandfinancialstrengththatitscurrentofficersandemployeesarekeento preserve, indeed one of our three core values is good stewardship.

Over the period of review we have continued to expand our asset base through investment and acquisitions such as Carramar Aged Care Service. A number of foundational initiatives have also been completed that will stand us in good stead as we move into a period of businessexpansionanddebt.Theseincludereviews of banking, investment and auditor relationships,expansionofourprofitmakingbusinesses, and establishment of a Project ManagementOffice.

• We expanded the scale of the organisation’s productive assets through prudent acquisition of a number of community based assets each year includingChurchesofChristVic/TasAgedCare operations, St James Retirement VillageinTownsvilleandmorerecentlyCarramar Aged Care Service in Stanthorpe. Thisactivityhassimultaneouslyallowedusto improve our due diligence and business transition processes.

• Weintroducedcashflowforecastingtoolsto support business decision making, and for use in acquisition of debt to support our long-term capital development pipeline.

• We created a Strategy Unit with a focus on strategic issues that were not necessarily being prioritised previously.

• Business forecasting was introduced based on key business performance drivers, to focus management on “what matters” and to support a culture of financialsustainability.

• A full review of our Information TechnologyEnterpriseArchitecturewasundertaken to identify weaknesses in our software and technology platforms and to help us establish a governance framework to manage technology change. A Project ManagementOfficehasbeenestablishedas a key part of that framework.

• Considerable work was undertaken to respond to new pricing regimes across Community Care and Residential Aged Care.

• We successfully negotiated a $9.2 million grant for community housing for seniors to be built at Acacia Ridge.

• Weintroducedfinancialsustainabilityasa primary requirement in business model forStrategicActionLeadershipTeamsinitiated care services.

• Our fundraising and bequest income grew by 54 per cent.

Towards 2015

We will:

• work together with members from our churches as we implement local Mission Action Plans

• build on our relationship with the Victorian and Tasmanian Conference and churches as we contemplate new service and missional opportunities in those states

• strive to complete the ChildSafe program across all affiliated churches.

240,000,000

180,000,000

120,000,000

60,000,000

0

Consolidation Financial Performance 5 YearsActual 1 Year forecast 2009-2014

❚EBITDAC Income

❚EBITDAC Expenses

(EPITDAC = Earnings Before Tax Depreciation and Amortisation)

Actual 2009

Actual 2010

Actual 2011

Actual 2012

Actual 2013

Actual 2014

Towards 2015

We will:

• continue to progress forecasting particularly through development of appropriate tools to support quarterly reviews

• refine capital development feasibility processes to support long-term cash planning goals

• review the focus of and community need for early childhood services in the context of external changes (e.g. funding, paid parental leave, Productivity Commission recommendations (if any)) and emerging service needs and responses for families in crisis

• enhance our fundraising program

• refine philanthropic grants and funding processes to improve funding outcomes.



Strategic Goal 6 Being an organisation people want to beassociatedwith

• We provided input to a range of government inquiries, legislative reviews and related initiatives, such as the Productivity Commission Inquiry into Childcare and Early Childhood Learning; the Queensland Child Protection Commission of Inquiry; and the review of the Retirement Villages Act.

• All of our senior leaders actively participated in government or industry working parties, or peak bodies relevant to their areas.

• Our senior managers hold Board positions on most peak or industry bodies relevant to their areas. We were early supporters and foundation members of the Community Services Industry Alliance, and the Director – Care Services Division is an inaugural board member of same.

• We were foundation members of the new national body PASCOP – Pastoral and Spiritual Care of Older People – with our CEO being a foundation Board member.

• We further developed relationships with key government and political representatives.Thiswassupportedby appointment of the new role of Government Relations and Policy Advisor.

• We presented papers at a range of industry forums and conferences, including on topics such as Promoting Holistic Care through Service Integration, and Implementation of the Sanctuary Model of Care in an Australian Context (International Conference).

• OurEarlyChildhoodTeamwasaskedtoprovide support to another organisation that was struggling to meet National Quality Standards.

• Two-day‘ConnectingwithCare’activitieswere conducted to give support service staff a greater appreciation of, and connection with, our frontline services.

• We achieved 91 per cent staff satisfaction; there has been an 8 per cent improvement in our staff turnover over the past 12 months.

• TheestablishmentoftheCultureandMoraleSALThashelpedfocusonstaff morale and workforce cultural requirements.Completionoftherefinedvalues statement has supported the organisation wide training program.

• Thestategovernmentawardedus $9.2 million to build 40 new housing units to form a new integrated community at Acacia Ridge – at a time when governments everywhere are cutting funding.

• We were asked by the state government to take over operations of a 120 permanent site caravan park on Bribie Island as part of our housing services.

Towards 2015

We will:

• continue to develop specific human resource business processes to assist with recruitment and retention

• develop a social enterprise to open new ways for clients, employees and other stakeholders to participate in our Mission

• ensure market competitiveness and innovation in all enterprise agreements is negotiated

• work together with other non-government organisations to respond to policy issues of concern across communities

• continue to make submissions to government inquiries and the like as they arise

• continue to encourage productive engagement with peak organisations

• arrange regular meetings with leaders in government and non-government organisations in areas of interest

• continue to improve community engagement through integrated digital marketing strategy

• develop new social media management techniques

• continue to showcase the organisation through corporate networking, and good news in various media publications.


So I say to you: Ask and it will be given to you; seek and you will find; knock and the door will be opened to you. For everyone who asks receives; he who seeks finds; and to him who knocks, the door will be opened.Luke 11:9,10 NIV



The Excellence in Service Awards are an opportunity to recognise and express gratitude to staff and volunteers whose commitment to bringing the light of Christ into communities is evidenced through demonstrating outstanding performance in their role.

Special Recognition Awards

GeorgeHaigh

George is 97, a resident of Churches of Christ Care Moonah Park Aged Care Service and an ex- Churches of Christ in Queensland Conference President.

He is still actively involved in the Historical Committee and is the author of the book, Churches of Christ in Queensland 100 years: Venturing in Faith 1983.

George was attending the Brisbane North Church of Christ until ill health forced him to slow down earlier this year. But, it hasn’t stopped him sending his weekly offering by post. He also listens to each Sunday service over the phone.

Whilehedoesn’tholdtheofficialtitleorpositionof'elder'inthechurch,Georgeisconsidered one with many current church members naming him an elder of the faith and a mentor of the heart and soul.

He depicts the DNA of Churches of Christ and the Restoration Movement.

Excellence in Service Awards

OUR PEOPLE - AWARDS AND RECOGNITION OF SERVICE

When the Centenary Family Day Care scheme was looking for a new sponsor, Di again negotiated with the Department of Social Services, this time asking the Department to placetheserviceunderitsumbrella.TheFamilyDay Care scheme was born and parenting programs as well as a rural and remote child care advisory service were administered from the Westside Family Centre.

Theearlychildhood,nursingandparenting programs went on to provide the foundations for the work with foster carers and staff within the Churches of Christ Care Pathways. Di began sharing this knowledge in training others in Pathways in an inaugural full-time training role.

Di is now an exemplary staff member for the Learning and Development Unit and is 100 per cent committed and supportive of her fellow workers and dedicated to Churches of Christ in Queensland.

KerrySchulz

Kerry and her husband Peter spent three years as missionaries on the island of Ambae, Vanuatu, on behalf of the Australian Churches of Christ Overseas Mission Board.

Shortly after their return to Australia and Centenary (Westside) Church of Christ, Kerry and three other women founded Kookaburra Kids Playgroup, which operated out of the church buildings.

Overtheyearsasignificantnumberofparentshave attended Westside church as a result of attending Kookaburra Kids. Many others have received personal assistance as a result of the contact with this valuable ministry.

Occasional Child Care Centre, Kiah, opened next door to the Westside Church of Christ. Kerry was appointed to the Board of Management and became its secretary. Over the years, Kerry has maintained her interest in Kiah and has recently re-joined the management committee.

Jean Milligan

Jean Milligan has held many roles in her association with Churches of Christ in Queensland including Conference Council, Conference President, and President of the Women’s Ministry Board for the Women’s Queensland Conference in 2001 and again in 2013.

Jean was also the Church Connect Program Coordinator for two years and the lead ministering person at Redlands Church of Christ.

She has held numerous leadership roles in her local church and has been heavily involved in church planting.

Jean has been selected for this award because she has dedicated her life to serving God through His church at both the local and conference level. Her contribution to Churches of Christ in Queensland is an integral part of the foundations we are now building on.

DianneChandler

Di started her journey with Churches of Christ in the 60s when she attended Camp Hill Church of Christ.

In 1977, Di and her husband Malcolm moved to take up ministry at Pine Rivers Church of Christ, where Di was involved in the fundraising that assisted with the development of the site and child care centre.

TheymovedtheirmembershiptothethenCentenary Church of Christ (now Westside), a church which also wanted to become involved in child care.

She became president of the management committee and worked with the Department of Social Services to make the child care dream arealityforthechurch.Theoccasionalcareservice, Kiah, was opened 25 years ago.

Di continued on the management committee until she was asked to become the centre director. She took on the role and eventually moved from being a volunteer to a paid staff member.


Kerry helped to found a chapter of MOPS (Mothers of Pre Schoolers) at Westside Church of Christ. She was the initial leader of the group, a program that ran for many years.

TherearemembersatWestsideChurchofChrist that are Christians and attendees as a result of their attendance at this group.

Kerry has also taught numerous classes over a period close to 20 years at Jamboree Heights Primary School as its religious education teacher.

Ross Savill

Ross has served God and Churches of Christ for 28 years with the full support of the HumeRidge church board, the ministry team, and young people and their families.ThismakesRossarguablythemostexperienced youth pastor of any church denomination in Australia.

Ross has been awarded an OAM for his servicetotheToowoombacommunity.

He oversees the largest Church of Christ youth ministry in Queensland and has pioneered ministries to schools, indigenous youth, Sudanese refugee families and local sporting clubs.

Ross oversees a huge team of youth ministry volunteers and as such is considered a living treasure by many within Churches of Christ.

Maureen Hancock

Maureen has actively volunteered in Fassifern Aged Care Service for almost 40 years.

During this time she has cheerfully, reliably and capably supported residents and staff in many ways including that of an individual companion and pastoral carer.

She spends time in conversation with residents simply listening, engaging, entertaining and uplifting.

As a lifestyle team assistant, Maureen works with groups of people facilitating their participation in games, quizzes and social involvement. She is observant and intuitive and knows how best to support those for whom she cares.

Maureen is a wonderful advocate of residents’ needs. Her sunny disposition, natural warmth and exemplary listening skills encourage communication and quality interaction.

Maureen continues to be a dedicated and humble volunteer who brings her experience to caring for elderly folk in the local community.

Gloria Collie

Gloria started working with Churches of Christ Care in August 1973 at the old NuMyloAgedCaresiteinToowoomba.

Her employment over a 40-year span is a testament of her dedication to Churches of Christ Care.

Gloria has rarely ever had a sick day during her 40 years’ of service and her dedication to Churches of Christ and the service she performs is above and beyond her duty of care.

Shealwaysputstheresidentsfirstandisvery particular in getting everything right for them. Gloria has no immediate plans to retire and states she will keep working as long as she can.

Di Cummings

Solutions 4 Learning offers courses to help people improve their literacy, numeracy, language and computer skills as well as helpingthemfindwork.

Di started working at Solutions 4 Learning as a volunteer in 2000, and shortly afterwards she became the manager.

When Di began, there was just one class of studentslearningtoreadandwritewithfivevolunteers.Inthefirstsixmonthsof2013,130studentswereenrolled,sixofficestaffwereemployedandfiveteacherswereonthe payroll.

Under Di’s leadership over 1,000 people on the Sunshine Coast have improved their skills.

Over the years the organisation has faced many challenges – particularly due to the uncertainty of funding, maintaining registered training status, and coping with the unpredictability of student numbers. Di has not faltered. She has refused to give up, even when staff individually and collectively said, “It’s too hard”.

She motivates students, staff and volunteers to perform to the best of their abilities.

Di presents the big picture for others to see. As a result of her God-given vision, Solutions 4 Learning applied for federal funding to build a large multipurpose shed where they could build relationships with men and disadvantagedyouth.Theyreceivedagrantand the Nambour Men’s Shed was started.

2013 Special Recognition Award Winners with Gary Edwards, Churches of Christ in Queensland Board Chairman (left of picture)

I can do everything through Him who gives me strength.

Philippians 4:13 NIV


OUR PEOPLE AWARDS AND RECOGNITION OF SERVICE

ChurchesofChristHistoricalCommittee– past and present

FoundedbyCliveBurdeu,thefirstmeetingof the Queensland Branch of the Australian Churches of Christ Historical Society was held at the Aged Christians Home in April 1960.

Thehistoricalarchiveswereoriginallystored at Clive’s home before moving to Ann StreetinthecityandfinallytoMoonahParkat Mitchelton in 1999.

After the completion of the Churches of Christ Campus at Mitchelton, the newly built HistoricalResourceCentrewasofficiallyopened by George Haigh in May 2013.

Any milestones achieved by Churches of Christ in Queensland or our member churches, for example our 130 year celebrations, can only be markedwithconfidencebecauseindividualsand the committee have faithfully gathered and maintained the historical records of the movement in Queensland.

We acknowledge 53 years of Historical Committee service and the 41 past and co-opted members. Mr Ron Sansome is the current chairman and committee members now include Joy Sansome, Allan Male, Kath Male, Doreen Vance, Evelyn Colbran, Neil Linderberg, George Haigh and Desley Millwood.

Allen and Lyn Cox

Allen and Lyn Cox, members of the Lakeshore Church of Christ, have worked tirelessly to make the vision of better healthcare in northern Vanuatu a reality.

Allen and Lyn have spent over 10 years as volunteer mission team leaders and workers in the region.

Over the past 12 months, the couple has been involved with the set-up and operating of a medical centre in Vanuatu.

Thecouplealsosendswoodenboxesfilledwith second-hand clothing and other essentialitemstoHonduaTechnicalCollegeon Ambae Island in Vanuatu, as well as to the Church of Christ Conference Centre in Santo.

Excellence in Ministry

PhilBignill–CentenaryLakesChristianCommunity

Phil has been the visionary leader of the Centenary Lakes Christian Community for 18 years. Under his guidance the church has grown to over 300 people and is now known for its commitment to grace, healing and unity.

Phil is a key leader in the Cairns Christian Ministers Network, championing the cause of unity among Cairns’ churches. During the past year he worked closely with Churches

of Christ in Queensland to see an Access Place established for the local churches in Atherton. He is also overseeing a Centenary Lakes Christian Community Church plant in theTablelandsRegion.

Creating New Kingdom Access Points

Haydn Parsons – Mission Division

Haydn has been instrumental in pioneering a new kind of ministry which will be used as a model to base Churches of Christ community chaplaincies in the future. He has approached this new challenge with excitement and a real openness to God’s calling in his life.

As the community chaplain based in the Kallangur area, Haydn has been fearless in taking the light of Christ into communities where the Christian church has not often been represented. He has taken Christ’s love, compassion and healing into situations where many others have only criticised and condemned.

Haydn has also been instrumental in connecting a group of people not currently attending church to meet regularly and encourage and challenge each other in their faith. Haydn supports people in crisis, helpingthemattimesofsignificantillnessand family stress. He accessed resources and connected them with other Christians, churches and support agencies to ensure theirongoingcare.Thisresultedinanumberofsignificantfaithrelationshipsandsome new memberships at local churches. He is also the chaplain for the Australian Defence Force Reserves.

YouthMinistry

DanFoster–SpringwoodChurchofChrist

Dan has been involved in Youth Ministry with Springwood Church of Christ for over 10 years. He has been employed full-time as youth pastor for the last four years and has built a leadership team of over 20 young adults and supervised a number of interns.

Dan has overseen the establishment ofTheEdgeYouthCentre,whichhaswelcomed hundreds of young people in recentyears.Dan'sworkatthecentrehasbeen recognised and applauded by media, government, church and para-church for making a difference in the lives of teenagers from disadvantaged homes.

Dan is also the founder and leader of Gents Camp – a concept that radically changes the lives of high school boys through the power of the gospel and by providing positive male role models. Dan believes in raising a generation of boys who will transform the

world. Celebrating 10 years this year, the Gents Camp touches about 500 young lives each year and has attracted interest from other states. Dan is an active member of the ChurchofChrist“YouthSALT”.

Exemplary Volunteer Services

DorothyBlythe–Volunteer

Dorothy is a resident and volunteer at Arcadia Aged Care Service in Essendon. Dorothy has displayed empathy and compassion for residents in the Arcadia Dementia Care Unit by enriching their courtyard gardens. Her careful attention to detail ensures that at any time of the year there is colour to see and flowersforpeopletopick.Sometimesthereare even strawberries or herbs to enjoy.

Sheworkstirelesslyandisjustifiablyproudof her work, but is modest and self-effacing. Dorothyexemplifiesthetirelessgenerosityof volunteers in caring for – and supporting – older people, most of who are younger than her.

Outstanding Quality and Continuous Improvement

Carol Herring – Crows Nest Aged Care Service

During the time she has been employed at Crows Nest Care Service, Carol has had a major impact on the level of professionalism with which the administration area operates. She has developed a number of systems which have reduced the workload for staff.

Thisenablednursingstafftofocusonclinical aspects of the admission process, which improved outcomes for residents.

Carol is proactive in providing support to new administration employees and has been particularly helpful in orientating the new administrationofficeratGatton.Shereadilyshares any improvements she has implemented with the Central West Area services.

Carol'slevelofprofessionalism,workethicand her readiness to help all who request assistance makes her a valued member of the Crows Nest care team.

Staff frequently comment that they do not know how they managed before Carol arrived.

Promoting a Positive Team Environment

CarmenChelsom–KingswoodLodgeSupported Living Service

As a team leader, Carmen provides direction and support to the young people and staff under her care. She has a solid reputation in the region’s child protection network and brings her own style of management and communication to staff meetings, in an effort to encourage the team to achieve their goals.


Carmen supports her staff by engaging professionals to assist them to debrief incidents, as well as training options to manage client behaviours. She takes each challenge as her own responsibility and follows through with staff until resolution, and maintains excellent relations by assessing and responding to staff and young people’s needs.

Carmen has developed reward programs and activities designed to help young people abstain from using illegal substances. She organises team sporting events to bring a level of trust to the staff-client relationship and always makes herself available to help her team after-hours if the need arises.

Exemplary Client-focused Service

Joanne Antoni – Retirement Living Victoria

Joanne Antoni is an exceptional person whohashadasignificantlypositiveimpacton outcomes for residents in Churches of Christ Care retirement villages in Victoria.

When Churches of Christ Care transitioned Victorian services, Joanne took on the role of Retirement Living Manager. She had not worked in this area prior to the transition, making it a huge learning curve for her. Jo enthusiastically embraced her new role and progressed her learning and development with vigour and enthusiasm. She was proactive in “getting to know” the residents and demonstrated a strong work ethic and care for residents.

Resident satisfaction levels have increased significantlysinceJoanne’sappointment,with many positive comments made about her professional work ethic, care and dedication.

Residents have seen major improvements in their access to additional support services and this has been due to Joanne’s early adoption of the “integrated services model” where she liaises closely with all surrounding services to gain access to additional support for residents.

Exceptional Support Services or Administration

Andrew Woodward – Property and Development

Andrew is applauded by the Property and Development and aged care teams for his superb customer service.

He is considerate and respectful of aged care service staff and residents, and always focuses on ensuring that they are involved in decisions affecting their service.

He manages the budget extremely well, so much so that additional money is often availableforurgentpurchases/capitalworks.

Andrew was responsible for the rebuilding of Warrawee Aged Care Service after the StGeorgefloodsanddidso,willinglyanddiligently, ensuring that the interests of aged care residents and staff were paramount. He firmlynegotiatedwith,andworkedalongsidethe builders to ensure that the re-building was expedited. He saw the rebuild as an opportunity to cater for the changing needs of residents and was very mindful to ensure that the current and future needs of residents were addressed.

PromotingaSafeandHealthyWorkplace

BarbaraHeath–MoonahParkAged Care Service

In 1996 Barbara accepted the role of the WorkplaceHealthandSafetyOfficerat Churches of Christ Care Moonah Park Aged Care facility. As a result, she completedtheCertificateinWorkplaceHealth and Safety training.

She is strongly focused on workplace health and safety, continuous improvement and quality assurance in work areas.

Since September 2009, Moonah Park Aged Care Service has increased its bed capacity from a 31-bed low care facility to a 98-bed facility (high care, low care and secure dementia).Toaccommodatethechangein status, Barbara completed a Workplace RehabilitationOfficer’strainingcourse.

Exemplary Hospitality Services

Leanne Budden – Toowoomba Aged Care Service

Leanne starting working at the NuMylo AgedCareServicein1987whenthesitefirstopened.Thismonthsheclocksup26yearsworking with Churches of Christ.

Leanne is a dedicated worker who creates harmony wherever she works. She loves to have a chat and has a happy-go-lucky nature. She is forever helping out and always aims tomakesomeone'sdaybrighter.Nothingistoo much trouble and she gives frequently toeveryoneinherdirectsphereofinfluencewhether they are residents, staff or visitors.

Put simply, you meet many people in your life and there is always someone who stands outinthecrowd.ThisisLeanne.Sheisanexceptional staff member and an asset to Churches of Christ Care.

InspirationalLeadershiporManagement

Patricia Wynne – Family Day Care Hervey Bay

Pat’s dedication to her work has had a huge impact on all work colleagues as she leads by example and inspires others to achieve.

She acts as a mentor, trainer and motivator and regularly offers suggestions for change, which leads to improvement in standards and efficiency.AsEducationalLeader,Patisveryenthusiastic in attending training, industry meetings and information sessions – many of them out of her normal work hours.

Her manner of sharing her knowledge with others is done in a friendly supportive way. She is open to other opinions and is willing to change her approach or methods following professional conversations.

Pat's10yearsofdedicatedservicehasmadea huge difference to the standard of child care offered at the centre. She has developed some long-standing community connections that are very important to our service and to Churches of Christ Care in general.

2013 Excellence in Service Award Winners with Dean Phelan centre back



40 years of serviceGloria Collie – Toowoomba Aged Care Service

25 years of serviceSandra Armstrong – Fassifern Aged Care Service

Leanne Budden – Toowoomba Aged Care Service

Susan Casalegno – Fassifern Aged Care Service

Deborah Kerr – Toowoomba Aged Care Service

Patricia Trevisani – Toowoomba Aged Care Service

30 years of serviceBrenda Birch – Fair Haven Maryborough, Hervey Bay and Petrie Gardens Tiaro

20 years of serviceDebora Callander – Brig-O-Doon Aged Care Service

Terri-Anne Garrahy – Crows Nest Aged Care Service

Kerrie Harbeck – Gracehaven Aged Care Service

Gail King – Residential Aged Care – Area Central

Kathy Lankowski – Fassifern Aged Care Service

Shirley Palmblad – Toowoomba Aged Care Service

Veronica Smoothy – Crows Nest Aged Care Service

Michelle Whalley – Family Support Service Maryborough

Nicole Wimmer – Fassifern Aged Care Service

Sharon Zillmann – Gracehaven Aged Care Service

Years of Service Awards


15 years of ServiceSusan Ah Tye – Oak Towers Aged Care Service

Anna-Maria Baker – Fair Haven Aged Care Service Hervey Bay

Cherylee Baker – Fair Haven Maryborough/Petrie Gardens Aged Care Services

Susan Benson – Fair Haven Aged Care Service Maryborough

Cheryl Daniels – Fair Haven Aged Care Service Maryborough

Joy Finlay – Fair Haven Aged Care Service Hervey Bay

Bronwyn Gimm – Villa Carramar Aged Care Service

Arthur Hadaway – Clive Burdeu Aged Care Service

Tui Harrison – Fair Haven Aged Care Service Hervey Bay

Warren Honeyman – Fassifern Aged Care Service

Louella Jones – Marana Gardens Aged Care Service

Christopher Keirnan – Gracehaven Aged Care Service

Catherine Kennedy – Early Childhood Services Head Office

Vicky Kingston – Mission Division

Lorraine Link – Fair Haven Aged Care Service Hervey Bay

Yvonne Lowe – Mission Division

Fiona Manitzky – Gracehaven Aged Care Service

Carol Marquart – Toowoomba Aged Care Service

Monica Ogden – Fair Haven Aged Care Service Maryborough

Marilyn Roberts – Gold Coast Community Care Program

Christine Torrens – Brig-O-Doon Aged Care Service

10 years of service Annette Baxter – Crows Nest Aged Care Service

Irene Birtles – Fair Haven Aged Care Service Maryborough

Perina Bazier – Toowoomba Aged Care Service

Stacey Chandra – Oak Towers Aged Care Service

Jane Chinnery – Fair Haven Aged Care Service Hervey Bay

Clarice Colliss – Yapunyah Aged Care Service

Linda Cowley – Southport Early Childhood Centre

James Craig – Fair Haven Aged Care Service Maryborough

David Crowder – Fair Haven Aged Care Service Maryborough

Wendy Donoghue – Financial Services Head Office

Julie Esplund – Bribie Island Aged Care Service

Aileen Freeth – Buckingham Gardens Aged Care Service

Neville Hampson – Withcott Early Childhood Centre

Ronda Hancock – Homesteads Aged Care Service

Celia Harrison – Lady Small Haven Aged Care Service

Mary Haupt – Fair Haven Aged Care Service Maryborough

Cindy Kembar – Supported Independent Living Service Mackay

Pamela Kerr – Family Day Care/Mobile Children’s Service St George

Philip Lawrence – Brig-O-Doon Aged Care Service

Elaine Lennon – St George and District Community Care Program

Rhonda Little – Fraser Coast Fostering, Assessment and Intervention Service

Julie Litwin – Internal Audit Head Office

Glenda Malczewski – Moonah Park Aged Care Service

Leah Marshall – Raceview Early Childhood Centre

Joan Mathers – Toowoomba Aged Care Service

Gwendolyn McAllan – Brig-O-Doon Aged Care Service

Katie McArthur – St George Early Childhood Centre

Miranda Myors – Villa Carramar Aged Care Service

Patricia Powyer – Yapunyah Aged Care Service

Angela Rand – Crows Nest Aged Care Service

Sylvia Ray – Toowoomba Aged Care Service

Leanne Raymond – Fassifern Aged Care Service

Kaylene Sharpley – Toowoomba Aged Care Service

Susan Trost – Crows Nest Aged Care Service

Fiona Waites – Learning Development Head Office

Bernadette Walsh – Arcadia Aged Care Service

BERYL WILTSHIRE SCHOLARSHIP WINNERS

Beryl Wiltshire AM was a highly respected leader in welfare and community work in Australia especially during her long and distinguishedcareerwithChurchesofChristCare.TheWiltshirefamilyhavecontinuedBeryl'slegacywiththisaward.TheBerylWiltshire scholarship is designed to meet the tuition and associated costs for those who wish to embark on a career within the social, welfare, human services, and caring sector. An annual sum of $5,000 is granted to fund one or more scholarships for study towards a qualificationatanyeducationalortrainingorganisationwhichmaylead to a career in the caring profession.

The Winners for the 2013 Beryl Wiltshire Scholarship were John Stockton and Wen Zhou

– pictured here with Ken Wiltshire

STAFF CONTRIBUTION ASSISTANCE SCHEME

At times Churches of Christ in Queensland staff or their families find themselves experiencing circumstances beyond their control, such as personal health issues, accidents, natural disasters, loss of employment, or loss of a family member. These circumstances may cause extensive financial hardship.

We recognise we cannot always plan for these situations, and in an endeavour to fulfil our mission, Churches of Christ in Queensland has made available the Staff Contribution Assistance Scheme to provide financial support and short-term ‘emergency relief’ for our staff in these times of need.

During the 2013-14 financial year the Scheme gifted over $33,630.00 to 22 staff members who found themselves in need of financial support. This is an increase of over $10,000 on the previous financial year. Some examples include assisting with funeral costs, international travel for a family emergency, family break-ups and unexpected emergency medical treatment.



S��RE�ARIATThe Secretariat looks after a wide variety of key organisational governance and specialist support areas including legal, privacy, research, professional standards, governance (Council, Board and associated committees), shareholder general meetings and organisational registration matters.

Ourkeyachievementsandhighlights

• We held the second annual governance roadshow in August 2013 in Melbourne, and the Board and Council governance training weekend was held at Redcliffe during February 2014.

• Over 40 separate Council, Board and associated committee meetings were held during the year and the Annual General Meeting was held in November 2013 at Brisbane City Hall.

• By internally routing the majority of legal and privacy matters to the Secretariat, we have continued the cost reduction approach of organisational expenses. Cumulatively over $480,000 (an estimated$105,000thisfinancialyear)has been saved for the organisation since this policy was adopted at the inception of the Secretariat in January 2010.

• TheSecretariatfacilitatedkeycollaborative research partnerships with numerous Australasian higher education institutions, and we reviewed research proposals and provided support to conduct research studies with a number of external researchers specialising in aged care, dementia care, and children and families at risk.

• Therewassignificantgrowthintheresearch areas of the organisation, including all manner of research support acrosstheorganisation.Twoexamplesofprojects undertaken this year include:

initial roll-out of the Fun and Fitness (Falls Prevention) exercise program involving multiple residential aged care facilities – made possible by obtainingasignificantresearchgrantfrom the University of Queensland’s Collaboration and Industry Engagement Fund (CIEF)

facilitating a research partnership between our Community Care team and the University of Queensland’s School ofNursingandMidwifery.Thisprojectaims to investigate the processes and effects of implementing guidelines for service user engagement in the Australian aged care context and to develop resources to support service provider implementation of service user engagement in aged care.

• We contributed to a number of Australian and international conferences, symposiums and publications – including a principal addressonthetopicof‘TheDeliveryArmof a Secular State: When Mission and Ministry Collide’ at the 2013 University of Cambridge’s Society for the Study of Christian Ethics Annual Conference (Cambridge, United Kingdom).

• We oversaw major changes to organisational policy and process involvingprivacyandconfidentiality.

• We launched a new committee structure for both the Board and Council, expanding their focus on governance, ethics, professional standards and membership succession.

Steve Slade Director


• Ministerial and marriage celebrant accreditation processes continued with the federal and state governments on behalf of over 140 Churches of Christ in Queensland ministering persons.

• We completed a major realignment of entity registrations, with the reviewing and updating of Australian Business Numbers (ABN), Australian Company Numbers (ACN) and Australian Registered Body Numbers (ARBN). Thisincludedsignificantadvocacyand education work with the newly established Australian Charities and Not-for-profitsCommissioninMelbourne.

• We supported the Council of Churches of Christ in Australia by overseeing all oftheirfinances;andassistancewasalsoprovided to various national expressions of the Churches of Christ – including the National Youth Ministry Convention and Youth Vision Australia.

• Over 110 separate legal matters were appropriately dealt with in conjunction with our wide network of legal partners.

Ourkeychallenges

• Our continued close interaction with the AustralianCharitiesandNot-for-ProfitsCommission (and its potential successor) as it rolls out compliance and education regimes, will affect all areas of our organisation.

Inthecomingyearwewill:

• Commence new activities and continue work on over 40 separate research endeavours across the organisation including:

commencement of the Intergenerational Care Research Project, a collaborative research project with Griffith University, Bond University, Department of Health and Ageing, Royal District Nurses Victoria, Sydney University, UniversityofTasmania,andHelpingHand South Australia

supporting the Mission Division with research concerning the evaluation of precepts behind Chaplaincy and Pastoral Care Services.

• Oversee the roll-out of training and educationalproductstostaffandaffiliatedchurches – especially in relation to legal fundamentals, research methodology, privacy, marriage celebrant practicalities, and governance praxis.

• Commence operation of the Churches of Christ in Queensland Research Ethics Committee, which aims to promote a simple and consistent approach to research ethics across Churches of ChristinQueensland.TheCommitteewill oversee ethical matters pertaining to research conducted through agreed partnership arrangements with both internal and external entities, including studies in collaboration with tertiary institutions or with student placements.

He replied, ‘Blessed rather are those who hear the word of God and obey it.’ Luke 11:28 NIV


SECRETARIAT

This last year has seen considerable work in delivering key mission outcomes. Each of our three teams: Mission Action, Strategic Mission Development, and Church and Ministry, has achieved excellent outcomes as a result of their efforts in implementing and driving our strategies.

Weachievedasignificantincreasetoourkingdom access places, marked increases in engagement in Mission as a result of the Mobilising the Mission Workforce program, very positive feedback and support for the work of our community chaplains, and significantlystrengthenedourpartnershipswith local churches.

In addition, the creation of the role of Strategic Mission Development provided new energy to the establishment and management ofourStrategicActionLeadershipTeam(SALT)developmentprogramwhichledtoadoublingofthenumberofactiveSALTsthroughout Queensland.

TheemphasisofourMissiondevelopmentcontinued to be on a collaborative approach to mission that leverages the skills, commitment and passion of our workforce across the organisation and our local church congregations. We continued to emphasise that every person engaged in the work of Churches of Christ in Queensland is engaged in the mission of bringing the light ofChristintocommunities.Thisapproachwas reinforced by engaging many more of our staff through the Mobilising the Mission Workforce program.

ThisyearwecontinuedthedeploymentofMission Action Partners in association with theexpansionofSALTsandsignificantlyprogressed Access Place and psychology andcounsellinginitiatives.Thisyearalsosaw pioneering work in the area of services to the Australian Defence Force (ADF), particularly with respect to returning personnel and the issues of post traumatic stress and moral injury.

ThecontinueddevelopmentoftheChurchesofChristCampusinTownsvillewith a large ADF presence in the city is providing impetus to the possibility of our developing psychology and counselling services in this area. Further development of community chaplain and aged care chaplain work,enabledasignificantincreaseinthe effectiveness of our engagement with individuals in their time of need.

I want to acknowledge the leadership role of Dr Ross Pelling and Bruce Warwick, two of ourChurchandMinistryTeamseniorpastors,in the development and implementation of the Personal and Professional Development program associated with our Ministering Persons Endorsement process over this year.Thisprogramisasignificantstepinthedevelopment of our Christian ministry leaders.

Thesignificantgrowthinourlocalchurchesthis year is most encouraging and by better aligning our key operations in the areas of Church Engagement and Church and Leadership Development, we are also seeing significantbenefitsforourlocalchurchesin the areas of governance and leadership transition.TheappointmentofanewseniorpastorandfacilitymanagerattheTownsvilleCampushasbeenasignificantstepinourcommitment in North Queensland. Financial support for a number of our local church based ministries has continued.

I would very much like to acknowledge the greatworkoftheMissionTeamandthankthemfortheirunflaggingsupportintacklingthe enormous job God has set before us. I also want to acknowledge and thank our colleagues in all the support services and our Centenary Development Foundation team who make the work of our care and mission teams possible.

Theprayersthatsupportandsustainourwork, offered by so many individuals and our local churches, are vital to our success.

Gerry Weatherall Director

�IS�I�� DIVI�ION


Mission Action Team

TheMissionActionTeam(MAT)includesMission Action Partners (MAPs) and community and aged care chaplains who work collaboratively with our care services, local churches and community stakeholders to effect vital kingdom building mission action with and within the community. As wellastheirspecificroles,ourMAPsandchaplains have the joint role of driving the Mobilising the Mission Workforce initiative, and assisting all of our staff and volunteers to make meaningful sense of our mission of bringing the light of Christ into communities.

Overall, the team is primarily driven by our strategic goal of producing ‘more followers of Jesus and more kingdom access points’ andthislastyearhasseensignificantgrowth with more than 10 new kingdom access points created in communities. Each month, the people associated with these are engaged in a variety of groups which meet in parks, retail shops, Men’s Sheds, cafés, homes, recovery groups and even surf lifesaving clubs. Our overall reach from these activities alone has exceeded 1,500 people from the wider community in this last year.

Mission Action Partners – MAPs:

TheroleoftheMAPistopartnerwithour churches, care services and select community stakeholders to promote, equip, resource, and support the mission projects that are being developed and implemented by them. MAPs are usually an integral part of a clustering process and engaged in delivering the Mission Strategies developedbytheSALT,butinsomecasesare dedicated to projects across the whole of Churches of Christ in Queensland.

In 2013-14 our MAPs have been engaged in establishing Access Places in Atherton and Nambour, further development of Men’s Sheds, Simple Church, the Big Year program and numerous community projects in Ipswich, Bayside and on the Gold Coast.

CommunityChaplains:

Community chaplains work primarily in association with our Housing Services and provide additional wrap-around support to build resilience within our client base. Our community chaplains employ a proactive, holistic, chaplaincy model of practice and work with individual community members to create an environment which supports the pastoral wellbeing of staff and clients.

Community chaplains work to nurture healthy communities which are safe, accepting, respectful, inclusive, empowered, and which seek justice for all.

In addition to the work in our housing communities, during the last year we deployed community wide chaplains in Pine Rivers, Boonah and Caloundra on the Sunshine Coast, as part of our strategy to place chaplains in as many local communities as possible.

AgedCareChaplains:

Theagedcarechaplainsprovideaservice of holistic pastoral care in each of our 28 residential aged care facilities in Queensland and Victoria. During this last year, further progress was made in extending our pastoral care services to clients in the Retirement Living and CommunityCareservices.Asignificantamount of work was also done in the development of a model of pastoral care thatisspecificallyappropriateforpalliativecare facilities.

And whatever you do, whether in

word or deed, do it all in the name of the Lord Jesus,

giving thanks to God the Father

through Him.Colossians 3:17 NIV

A Sunshine Coast ‘shedder’ preparing timber for the next

project at Nambour Men’s Shed.


MISSION DIVISION

Strategic Mission Development

Fundamental to the development of mission strategies is that all of the plans and tactics thatwedesigntofulfilourmissionwillmost effectively serve God’s purposes when developed through a cooperative andcollaborativeapproach.Thisapproachseeks to leverage the skills, abilities, gifts and commitment and harness the resources of every part of the community of Christians, our kingdom access points and others engaged in kingdom work, to develop effective mission action strategies that will best meet the needs of communities.

Thesuccessofthismostimportantlyrests on the establishment of strategic leadership committed to vital mission action designed and delivered through this collaborative approach. Our Strategic MissionDevelopmentTeamwasformedthisyear to drive the creation and development ofSALTstobestachievethis.TheSALTsfacilitate local leaders who have some passion for bringing more of the light of Christ into their communities, to come together around a table to wrestle with what might be done.

As a result, the Strategic Mission DevelopmentTeamnowoversees20SALTsacross Queensland and is working to develop a purposeful process to assist them to produce their mission action strategies.

ChurchandMinistryTeam

TheChurchandMinistryTeamisateamof senior pastors, other ministering persons and support staff who work with our local churches in support of their ministries, leadership development and mission endeavours.Theteamprovidesconsultancyservices and support in the areas of church health, governance, transitional and pastoral support, and with children’s, youth, seniors’ and women’s ministries.

During the last year we continued to partner with local churches as they grew

communities of authentic followers of Jesus, and assisted them to identify and document the particular purpose, ministry and mission forwhichthechurchexists.Theteamplayedasignificantroleinhelpingtorecruitnewsenior pastors for a number of our churches resulting from existing leaders retiring or relocating to take up new posts. During 2013-14therewasasignificantfocusonthefurther implementation of youth leadership development and a strong commitment to enhance support for children, women and seniors.

Over the year there was a substantial rise in the number of leaders seeking assistance to meet the legislative requirements of operating a church. A range of standardised documents were developed to assist churches to meet their governance requirements including a sample constitution; policies, procedures and forms relating to workplace health and safety; disaster management; and human resourcing. SignificanteffortbyourAssuranceServicesDivision saw an encouraging response from local churches adopting the ChildSafe program to enhance the safety of children attending local church programs and improved reporting and accountability in line with our zero tolerance policy.

TheTeamLeaderforChurchandMinistryplayedasignificantrolealongwiththeDirector of Mission in the re-establishing of the Church of Christ at Hervey Bay. Followingadifficultperiodofengagementwith the leadership of the church which was meeting in the Church of Christ facility at Hervey Bay, Conference Council intervened to re-establish a church appropriately aligned with the constitutional requirements ofaChurchofChrist.Thiswasadifficulttime for all involved and we are continuing to work towards the future and praying for God’s grace in every aspect. We pray that God will bless the work of the Hervey Bay BiblechurchastheyfulfilGod’spurposeforthem and pursue their ministry vision.

Members of Fresh Horizons during their week long trip to Norfolk Island. Fresh Horizons is part of Second Half Ministries of Churches of Christ in Queensland and is committed to inspiring, equipping and resourcing active over 50s to make the Second Half of their life count for the Kingdom of God.

Springwood Church of Christ hosted the Centrifuge Conference in May which featured Tim Hanna, Chief Executive Officer of Compassion Australia, as guest speaker.


Churchhighlights

• After a much appreciated ministry at TwyfordStreetChurchofChristinBundaberg, Bryce and Donna Savill moved to serve in leadership at the Caloundra Church of Christ in January 2014.

• BarryTramacchifilledthegapleftatSanctuaryParkChurchofChristbyTimMcMenamin’s departure to join the Mission Division staff. Barry’s experience in the role of Executive Pastor at Whitehill Church of Christ will stand him in good stead in the senior pastor role at Nambour.

• Many of our churches experienced substantial growth in 2013-14.

• Arana Hills Church of Christ temporarily relocated to the Churches of Christ Campus Community Centre at Mitchelton to allow a building expansion program.

• Kingaroy Church of Christ engaged the services of an architectural consultant to help them look at how to cope with the positive problem of overcrowding in Sunday morning services.

• Sunnybank Church of Christ added a part-time youth worker to its staff and is facilitating the development of a Chinese speaking congregation.

• 48 churches currently run children’s ministry programs with many having adopted or working towards adopting the ChildSafe Program.

• TheYouthLeadershipTraininginitiativehas become a permanent feature of the annual calendar.

• The17participantsintheNextGenerationLeadership Network moved to the second phase of a two-year pilot program aimed atgrowingleaders.MartinThompson,Youth Pastor who presides over the pilot, describes them as “a pretty amazing bunch doing some amazing things.”

• ThreeFreshHorizonsConferenceswere held in New Zealand, Melbourne andCaloundra.Topicsdiscussedincluded engaging older adults in ministry, faithful ageing, grandparenting and generational connections.

• ASecondHalfLeadershipTrainingCourse was developed to equip and train leaders to develop viable ministries in their churches.

• Women’s Ministry was represented at local and regional church events at Rosevale, Southport, Bundaberg, Gympie, Dalby,Maryborough,andToowoombaaswellasthecampsatHighfieldsandCoolum, and a garden party at Elimbah.

• Our women’s magazine, ConXion, is growing in its distribution both in printed and electronic downloads. We currently print over 1,500 copies and have 200 followers on Facebook.


During 2013-14, we

• developed20SALTsacrossQueensland

• launchedourfirst‘AccessPlace’,inthemain street of Atherton, North Queensland. Thiscommunityspaceisamixtureofcafé, meeting space and a community connection point and was developed in conjunction with the Lakes Church in Cairns and is staffed by key volunteers and stafffromtheTablelandsarea

• launched the Endorsement Process for Ministering Persons which has been enthusiastically embraced by pastors in our churches with a large number lodging their Personal and Professional DevelopmentPlans.Theparticipationin the endorsement process will help to support the future health and wellbeing of church leaders

• developed‘TheWell’,whichisanextension of our coffee chaplaincy work in the mental health ward of the NambourPublicHospital.TheWellisacafé immediately opposite the hospital which seeks to provide a safe place of refugefromthechaosofthehospital.Thisfriendly and welcoming space is manned and funded by volunteers and they have welcomed over 800 people in the last six months who have visited and sought comfort, compassion and solitude during verydifficulttimes

• expanded our aged care chaplaincy services to include a new specialty in palliative care. Our aged care chaplains have also increased engagement in our retirement communities with a view to building a sense of community and combating the effects of social isolation and loneliness

Centrifuge Conferences continued to grow, with our staff, volunteers and a broad range of leaders from across all of our service streams gathering to work through how our mission can grow.

I have come that they may have

life, and have it to the full.

John 10:10b NIV


MISSION DIVISION

• accelerated our community chaplaincy work in the past 12 months. We interacted with community housing tenants on over 3,000 occasions. Support included discussingpersonalgrowth,financial,spiritual, disability and social isolation issues as well helping people to move, travel to appointments and deal with culturalandlanguagedifficulties

• developed a range of health check tools to assist churches to ascertain areas of strength and to highlight aspects that couldbenefitfromsupportfromteammembers.Thetoolscovertopicssuchasgovernance, spirituality, ministries and community impact

• developedacomprehensiveSALTstrategy which assists in clarifying our effortsandshapesdirection.TheSALTsare actively working on developing mission action strategies for their areas and planning future strategies to bring the kingdom of God to our communities

• gained six hundred participants in our online ‘Big Year’ community which seeks to form small groups of people who can practise living out the way of Jesus in their everyday lives

• developed ‘community engagement plans’ which seek to help our clients to be vitally engaged in the process of developing the kind of community they would like to live in

• established a mechanism for medical services to the northern community of Vanuatu, to become a ministry of Churches of Christ in Queensland

• further developed our Social Enterprise work with staff being appointed and business plans being developed to begin inJuly2015.Thisprogramwillseekto provide much needed employment opportunities for some of the most disadvantaged people in our communities

• continued to grow our biannual Centrifuge Conference for our staff, volunteers and a broad range of leaders from across all of our service streams gathering to work throughhowourmissioncangrow.Thisyear we focussed on issues of injustice and welcomedTimHanna,theChiefExecutiveOfficerofCompassionAustralia,asourkeynote speaker

• attracted a large number of young people at the annual State Youth Games which has become a key event supported by a broad range of churches

• increased the number of women involved in Women in Ministry retreat groups

• hosted two Restoration Vision Retreats

• developed and hosted “Contagious Leadership”, the third in a series of Leadership Development courses for church and care leaders

• officiallylaunchedtheEndorsementProcess for Ministering Persons in May

• saw a group of people ranging in ages from 33 to 80 register for a Generational ConnectionTourtoNorfolkIsland.

We look forward to driving the Mobilising the Mission Workforce strategy to identify and empower followers of Jesus to get enthusiastically engaged in the role God is calling them to.

I can do everything through him who gives me strength. Philippians 4:13 NIV


Ourchallenges

• Westillfacesignificantchallengesinternally to deal with the diversity of our new projects. Many of these present challenges to our current systems ofgovernance,finance,insurance,accountability etc., and it will continue to be a challenge to establish the balance between allowing freedom and maintaining responsible accountability.

• We are seeking to develop effective ways to appropriately fund expanding mission projects.

• Thesuccessfulprovisionofpastoralsupport to women in ministry and pastors has resulted in an increasing number of women becoming aware of, and expressing interest in, this initiative.


We will:

• continuetoworkwithourSALTstodevelop and action their strategies

• establish new kingdom access points – providing support for homeless women, housing for families of people experiencing trauma, and launching a counselling and psychological services unit, are all being considered

• establish a focussed leader formation unit to identify and develop young leaders associated with Churches of Christ

• assist churches in adopting clearly definedstrategiestodeveloplifelongdisciples of Jesus

• further our men’s work through developing new Men’s Sheds as well as following opportunities into mentoring children at risk, through School Based Sheds.Ourfirstpilotofthisprogramwillbegin in 2015

• further expand our Access Places with new locations already being explored in Caloundra, Kallangur and the Gold Coast

• complete the collection and collation of the “story” of each local church – its vision, ministry focus, demographic makeup and ethos

• drive the Mobilising the Mission Workforce strategy to identify and empower followers of Jesus to get enthusiastically engaged in the role God is calling them to

• work collaboratively with Centenary Development Foundation and the fundraising unit to explore ways to resource a major expansion of our Community Chaplain deployment.

Many of our churches experienced substantial growth during 2013-14.


MISSION DIVISION

The Care Services Division focuses on providing Christ-inspired care and compassion to vulnerable people at different stages of their life journey. Service groups include Child, Youth and Family Care encompassing Early Childhood Services and Child Protection Services; Housing Services; Retirement Living; Community Care encompassing community housing and Home Assist Secure; and Residential Aged Care.

Over the past year we have been experiencing a period of fundamental change across all service streams, simultaneously, with the introduction of a raft of new quality frameworks, legislative requirements, contracting arrangements, and other related government reforms. No area is immune, and manychangesrequiresignificantworkbyoursupport services teams.

Thechangesandchallengesalsorepresentsignificantopportunitiesforgrowth,resulting in increased opportunities to positively impact communities.

TakingtheleadfromtheStrategicPlan,our focus has very much remained on the provision of excellent client focused care. In doing so, we have continued to improve integration amongst our care services, and improved connection between care services, our churches, and other community organisations.

While we focus on providing the best level of care possible to existing clients, our true impact as an organisation is far beyond our own service boundaries. As a large organisation, to which God has given much, we believe that much is expected in return. Our focus is very much on community and "sector" wide leadership, ensuring that we as a community can do the best we can for those amongst us who may be vulnerable to abuse, experience disadvantage, or require appropriate care or accommodation in their later years.

Performance against Strategic Goals

Cascading from Churches of Christ in Queensland’s Strategic Plan, we have been principally focussing on actions that promote outcomes for clients, community impact, and reputation. While achievements of the various service streams will be addressed separately over the following pages, presented below are some highlights under each of these goals.

Outcomes for clients

• We maintained accreditation, licensing or similar across all service areas and received consistent positive formal and informal feedback on our client focus fromsurveyors/qualityauditors.

• Weconductedourfirstall-of-organisationclientsurvey,whichidentifiedthatthevast majority of clients (89 per cent) aresatisfiedwiththeservices,careorassistance offered by Churches of Christ Care. Also notable was that 87 per cent of respondents across all care services stated they would recommend Churches of Christ Care services.

• Children, young people, carers and staff in our child protection services continue tobenefitfromourimplementationofSanctuary, a trauma informed model of care. Implementation of such a model was a key recommendation of the Carmody Inquiry into Child Protection.

• Theimplementationofa“LeadTenant”model in child protection is leading the way in supporting young people to successfully transition to independent adulthood.

• Centre of Excellence in Dementia Care and other initiatives across our seniors care services including a “Managing Me” program for staff, “Fun and Fitness” program for clients, “Social Circle” volunteer initiative for people isolated in the community, were provided.

David SwainDirector



• Our integrated communities model continues to go from strength to strength. Great examples of integration are particularlyhighlightedatTownsville,Bribie Island and Mitchelton. Whether around the interests or needs of seniors (Bribie and Mitchelton) or youth and families(Townsville),theprinciplesofworking together across care programs, churches, and community organisations, are tremendously successful in promoting improved outcomes for our clients and communities.

Community impact

• We expanded our number and range of services, including Child Protection (Kinship Care) in Brisbane, Housing Services (long stay caravan park) on BribieIsland,HomeCareinTownsville,and Residential Aged Care in Stanthorpe.

• We further developed our range of services on our integrated community sites towards our goal that “anyone with a need can access any service on the site regardless of their funding source”.

• Ourlocal/regionalmanagersactivelyparticipated in Strategic Action LeadershipTeams,workingacrossservices and churches to focus on the best ways of using our resources to bring uplift to local communities.

• We developed innovative responses to positively impact communities beyond direct service provision.

Reputation

• We provided input to a range of government inquiries, legislative reviews and related initiatives, such as the Productivity Commission Inquiry into Childcare and Early Childhood Learning, the Queensland Child Protection Commission of Inquiry, and the review of the Retirement Villages Act.

• Our senior leaders actively participated in government or industry working groups, or peak bodies relevant to their areas.

• Our senior managers hold Board positions onmostpeak/industrybodiesrelevanttotheir areas.

• We were early supporters and foundation members of the Community Services Industry Alliance.

• We further developed relationships with key government and political representatives.Thishasbeenfurthersupported by making an inaugural appointment to the position of Government Relations and Policy Advisor.

• We presented papers at a range of industry forums and conferences.

• Our Early Childhood team was asked to provide support to another organisation that was struggling to meet National Quality Standards.

West Moreton Community Care staff transported and

supported 15 clients on a day excursion to Mt Alford Lodge and ensured the morning was

enjoyed by all.



Financial performance

Our care services performed positive to budget this year, with a net surplus of $3million.Thishasbeenaverypleasingresult given the general pressures created by diminishing government funding proportional to increasing costs of service delivery and wages.

One area of concern has been our Early Childhood Services, where Family Day Care incurredanetdeficitof$37,000,andseveralcentre-basedservicesincurredactualdeficits.Thisisindicativeofthechangingnatureofearly childhood services which have been adverselyaffectedbyarangeofgovernment/funding policies, and changes to competition and community expectations. In the year ahead we will focus on our Early Childhood Services and strategies to make sure we are meeting the changing needs of the community and making best use of our resources.

Accreditations and compliance

All care services have maintained accreditation, licensing or equivalent over the past year with many services subject to new quality audit processes, such as the Human Services Quality Framework, or the International Retirement Community Accreditation Standards.

Theoverwhelmingfeedbackfrom auditors is that our services are providing a high standard of client focused care. Thisisalsobeingnoticedbyourfundersand other organisations.

Impact of government policies

Churches of Christ Care has traditionally had to respond to major externally imposed changes affecting one of its service streams at any given time. It has been rare that major changes have impacted multiple service streams at the same time. However, during 2013-14 we have gone through a period of fundamental change impacting all service streams simultaneously.

Theseandmanyotherchangesimpactingthe organisation also affect our support services staff, perhaps even more profoundly than frontline care staff. Many of the changes require attention to or response from support systems such as Finance, Quality and Asset Management, Communications and Marketing. Our support staff are having to keep up with changes across multiple care programs.

With these challenges also come great opportunities. We have a solid staff group and sound balance sheet, and expect to have opportunities to capitalise from organisations that are not able to adjust to new operating or funding requirements.

Over the next year we will see:

• significantworkonimplementationofelectronic care management systems and related information systems to support care delivery

• an increase in the size of our portfolio across most of our service streams

• changes in the type of services provided, to include greater emphasis on early intervention for children and families at risk, and increased focus on the staff requirements and service offerings around “consumer directed” home care for seniors

• ongoing development of principles and practices that support client focused care.

Many thanks to the hardworking staff and volunteers across the division and to the incredibly supportive colleagues in other divisions across the organisation. Your contribution in bringing uplift to the lives of the many thousands of clients we serve is greatly appreciated.

The Unicorn Project team is responsible for the development and implementation of a dedicated data management system for child protection services provided by Churches of Christ Care. Resulting in enhanced service levels for young people, the Unicorn Project commenced in January 2014 and will be rolled out by the end of 2014.”


Joan lives alone and receives daily service visits from our Community Care staff. On her 92nd birthday, staff cooked her a celebratory roast lamb dinner and organised a surprise birthday party. Joan would have otherwise spent this birthday alone. Joan has been receiving home care services from Churches of Christ Care for the past five years.

Jean and Ray Kelly married 70 years ago in Essendon and have been virtually inseparable ever since. The couple celebrated their platinum anniversary with a special lunch at Churches of Christ Care Arcadia Aged Care Service, where Jean is a resident.

When Jesus spoke again to the people, he said, ‘I am the light of the world. Whoever follows me will never walk in darkness, but will have the light of life.’John 8:12 NIV



We are also increasingly aware of the impacts of competition by “feeder” services connected with schools. Having already been impacted by the introduction of prep, we also expect to see reduced utilisation with the advent of paid parental leave.

Overall, we will need to continue to evaluate whether our services are appropriately targeting the emerging needs of children and families.


• Wesuccessfullyunderwentthefirstroundof assessment and ratings under the new National Quality Framework. A number of our services received the rating “Exceeding NationalQualityStandards”.Theseincluded the Centenary and Gin Gin Family Day Care services, Parklands (Southport), St George and Withcott Early Childhood Centres, and the Westside Kindergarten.

• We established new relationships in communities where we did not have services operating. Connections with TiaroStateSchoolandouragedcarefacility resulted in the establishment of a new playgroup. We were also approached by Mt Perry State School to set up a playgroup in the school grounds and we are working in conjunction with Sunbury School to provide parenting programs.

• All Early Childhood Services have implemented a range of simple measures toreducewasteandrecycle/repurposeand conserve resources (including energy, water, and consumable materials).

• During 2013-14 we took over the management of the Westside Christian College Kindergarten at Goodna.

• TheNorthBuderimEarlyChildhoodService has been working with Lakeshore Church of Christ to provide families in the communitywithparentingcourses.Thechurchalsoprovidesfamilies,identifiedby the service and staff, with support including counselling, food packages and other assistance as required.

Southport Early Childhood Centre has been used by Southport Church of Christ asaSundayschoolvenue.Thestaffhavecome together to support the Southport Church of Christ Women’s Ministry by attending the Inspire Café.

• A positive relationship has been established between the Early Childhood Centre at Chinchilla, and the local church. Theminister’sregularvisitstotheservice,accompanied by his guitar playing, are a lovely addition to the program.

• Thisyear,afteralmost20yearsofchildcareservice, saw the closure of the Southport TimeForKids,ourschoolagecareprogram.Changes in the broader community, such as the provision of vacation care by schools, resultedinasignificantandsustaineddropin utilisation.

• St George pre-prep children have been joininginwiththeGoodQuickTukkaProgram.Thisprogrampromotesyouthinclusion into the community and promoteshealthyeatingandcooking.TheEarly Childhood Centre, St George has also included its children and families in severalfundraisingevents/activities.

• TheEarlyChildhoodCentre,Southportwas one of only three centres selected from the Gold Coast by the Workforce Council, in order to be showcased on a bus trip to share practice and experience inCulturalCompetency.Thecentrehosted a morning with 50 early childhood educators, directors, teachers and support professionals.Themorninghighlightedour everyday inclusion of Aboriginal andTorresStraitIslandercultureinourprogram and environment.

• St George Early Childhood Centre’s service manager has become part of a community action planning group. Thisgroupisworkingtowardsabetteroutcome for early childhood children and their families in our community, particularlythoseidentifiedasbeingmostvulnerable, or at risk.

Jane CarterGeneral Manager


EARLY CHILDHOOD

Churches of Christ Care operates 23 services for children aged from 0 to 16 years. Our early childhood services were developed with a focus on community needs, and include centre-based care, home-based care and community-based care, all with flexible support options.

Home-based care options include family day care and in-home care. Centre-based care options include approved kindergartens operating in co-located early childhood centres, within school grounds and at stand alone sites; long day care; occasional care; and outside of school hours and vacation care. Other community-based services offered to families include a family support service in Maryborough and a rural mobile children’s service based at St George.

The2013-14financialresultsacrossourEarly Childhood Services have been mixed, with some services performing extremely well and others struggling to meet budgets due to utilisation issues. In certain areas, this downturn in attendance is related to broader community impacts such as job lossesanddifficulteconomictimes.


Number of services Number of approved places

Number of children who received care

during the yearNumber of carers

Long Day Care 8 398 1,137 97

Family Day Care 6 1,308 168

Occasional Care 1 34 161 15

After School Hours and Vacation Care 2 47 100 20

Kindergarten 3 67 153 6

In-Home Care 1 287 46

Hub Service 1 120 2

Mobile Service 1 85 2

TOTAL 23 546 3351 356

Ourchallenges

• Recruitment and retention particularly with regard to recruiting educators, especiallythoseDiplomaqualifiedandabove,inregional/ruralareas.Thelackof suitable accommodation has also been identifiedasacriticalsuccessfactorinourrecruitment process.

• Increasing utilisation rates at our Early Childhoodservices.Targetedadvertisinghas been directed in areas to lift communityprofileandincreaseawarenessof services offered.

• Assessment and ratings process for services due to various regulatory regions having different styles, expectations and results, despite the implementation of a National Quality Framework.

• Creating a new Business Model for Family Day Care with Commonwealth Government Community Support Funding ending at June 2015.

• Ensuring ongoing access to child care and early education in areas where services would otherwise not be viable, particularly for vulnerable and disadvantaged children, in communities wherefindingsuitablestaffcontinuestobe challenging.

• ThenewrequirementforallBudgetBasedFunding Services, such as the St George Mobile Service and the Vacation Care program at Cunnamulla.


We will:

• develop a Quality Improvement Plan and start to document continuous improvement processes in line with the National Quality Framework

• focus on applying for grants to allow us to provide services to support families and children, particularly for early intervention in areas where we currently have early childhood services

• develop stronger partnerships between our care services and congregations

• complete an evaluation of our kindergarten programs on school sites

• develop further partnerships with Christian schools

• continue our support of families in early intervention and prevention programs

• continue to develop strategies to recruit and retain teachers

• continue to closely monitor the business costs of our services to ensure that they remain viable and able to support their communities

• consider a range of measures to improve recruitment and retention in regional areas.

The Early Childhood Centre at Southport, in conjunction with Marana Gardens Aged Care facility continues to strengthen relationships as we progress with our participation in the Kids Interacting with The Elderly program. The residents particularly enjoy the outdoor environment and their interactions with the children. The children respond positively to their elderly visitors and greet them with warmth and excitement.

The residents now arrive seeking out particular children they have bonded with, and enjoy very tender caring moments as they join in with the children’s activities. It is a heart-warming and rewarding experience for all involved with wonderful responses from everyone associated with the visits – the children, the residents, the families and the strong connections being formed between staff.



In December 2013, we facilitated the first state-wide Supported Independent Living Service camp at Burleigh Heads on the Gold Coast. Twenty-one young people aged 15 to 18 years, from across the state, attended the five day camp and participated in a range of activities. The camp was a great success and allowed young people an opportunity to connect with peers; participate in activities to build self-esteem, confidence and trust; discuss fears and hopes for the future; and engage in new challenges. Churches of Christ in Queensland provided funding for the camp through money donated from fundraising activities. Planning is currently underway for the next camp in 2014.

“What an amazing week having fun, learning new skills, being adventurous and connecting with other young people and staff from across the state. All young people reported to have had an amazing time and asked with great passion about whether there would be more camps in the future – we even had requests for three a year and for two weeks at a time!

In looking back at the young people’s participation during the week, their general behaviour and presentation, their ability to get into a routine and their feedback at the end of the week, it was clear that not only had the week been a success, but it had been a life changing event in the lives of our young people. The camp brought great joy to many, staff and young people alike.”

CHILD, YOUTH AND FAMILY SERVICES(PATHWAYS)

Theorganisationissupportedbyover800dedicated and compassionate foster and kinship carers who work closely with staff to provide a vital safety net to children and young people who have often come from backgrounds of abuse and neglect.

Our Child, Youth and Family Services (Pathways) provide foster and kinship care, intensive foster care, and residential and supported independent living services to approximately 2,800 children and young people under child protection orders each year. A further 480 children and families are supported through our Assessment and Intervention Services.

Theincreasedemphasisofreunifyingchildren and young people with their families, wherever possible, has meant some fluctuationsinthenumbersofclientsthathavebeensupported.Thishasalsoprovidedus with a chance to review our work with clients and how we can support this process more effectively.

A number of variations were made to existing services to allow for the delivery of more targeted services, such as the Kincare Plus services now being provided across the North Coast and South East Regions. ThegoaloftheKincarePlusserviceistomeet the need for prompt intervention to existing kinship placements, and to activate additional support to vulnerable kinship carer arrangements within a short time-frame.Theserviceisabletoimplementasupport program that can be increased as needsareidentified,andreducedovertimeas the interventions assist with resolving the identifiedissues.


In 2013-14, we:

• presented at the Brisbane Foster Carer Forum, “Kinship Care – More than just raising kids” and at the Foster Care Queensland Conference

• were successful in undertaking the assessment of the quality of our services with full compliance noted in all standards under the Human Services Quality Framework

• began a trial of a new model of delivery knownastheLeadTenantmodelthroughthePathwaysTownsvilleSupportedIndependent Living Service (SILS). A Consultant has been commissioned to conduct a review of the model and identify any other SILS or care services thatmayalsobenefit.Thisreviewwill highlight key learnings and will commence in July 2014

• hosted a series of practice development workshops in the Brisbane and North Queensland Regions presented by Richard Rose

• becamemembersoftheTherapeuticResidential Forum – which includes the development of a webpage to support dissemination of resources and to profilepositiveoutcomesoftherapeuticresidential work

• undertook a total review of our policies and procedures

• attended the inaugural Australian Sanctuary Network meeting in Perth

• presented “Churches of Christ Care: Our journey implementing Sanctuary in a non-government organisation in Queensland, Australia.” at the Sanctuary Networking Conference, White Plains, New York


Number of clients

ServiceFoster/kinship

care (general and specialist)

Supported-independent

Living Services

Residential Care Services

Assessment and Intervention

Services

Mount Isa 274 4 9

Townsville 170 11 8 152

Mackay 179 10 158

Bundaberg 162 8

Maryborough 294 11 83

South West 493 6 7

South East 851 8 38 89

Brisbane/Sunshine Coast 8 40

Moreton Bay 171

TOTAL 2594 66 108 482

Number of registered foster and kinship carers

Service location Number of foster carers Number of kinship carers Total

Mount Isa 40 7 47

Townsville 47 13 60

Mackay 54 38 92

Bundaberg 53 20 73

Maryborough 71 28 99

South West 120 23 143

South East 145 65 210

Moreton Bay 8 69 77

TOTAL 530 263 801

• presented at Nerang Library to promote Child Protection Week. An Art Competition was held with the aim of children expressing their view of “Protecting Children – Play Your Part”

• presented to pre-service teachers at QueenslandUniversityofTechnology(QUT)FacultyofEducation.

Ourchallenges

• Theimplementationoftherecommendations of the Carmody InquiryReport,“TakingResponsibility:A Roadmap for Queensland Child Protection 2013”.

• TherewillbechangestothewaytheQueensland Government funds programs. Wewillneedtoremainflexibleandinnovative in the way we look at our business model.

• Thecreationofinnovativeandflexiblemodels of service delivery to meet the dynamic nature of needs in the child protection system.


We will:

• grow the child protection services in ways that support communities

• developourflexibleeducationprogramfor our young people

• developourLeadTenantprogramwith particular focus on transition to independence support

• rolloutafullytargetedandfit-for-purpose software program to better capture, measure and facilitate trending outcomes for children and young people

• go live on our software solution which will allow us to better manage and record information about our young people and their lives while in our care.

Early Childhood Centre Cunnamulla is one of 23 services operated by Churches of Christ Care

for children aged from 0 to 16 years.



We are one of the largest not-for-profit community housing providers in Queensland, offering a range of rental housing options for individuals and families on low incomes, those who are homeless or at risk of becoming homeless, and those who are discriminated against in the private housing market. These options include crisis housing, transitional housing and long-term housing along with properties under the National Rental Affordability Scheme (NRAS). Support is also available to assist crisis housing tenants with income arrangements, budgeting and referral to specialist services.

We believe that safe, secure, appropriate and affordable housing is a basic human right and is fundamental to individual, family and community wellness. We want our tenants to live in inclusive, safe and viable urban or rural communities:

• which offer a sustainable and good quality living environment

• where households can access a good range of services to maintain and improve their quality of life

• where residents have the opportunity to learn, work, engage and be involved in determining the future of their communitiesandtoinfluencedecisionsthat affect them.

During the year, we managed Churches of Christ Care’s Home Assist Secure and Home and Community Care Home Maintenance andMinorModificationsprograms.

Home Assist Secure services aim to improve the safety, independence and quality of life for people 60 years and over, as well as people of any age with a disability, who wish to continue to liveintheirownhomes.Theprogramsprovide information, referral and in most cases, depending on eligibility and need, subsidised assistance with essential home maintenance.Theseservicescanbeassimple as changing a light bulb to installing ramps and handrails that enable clients to gain access to their homes.

TheHomeAssistSecureteamprovidesahighly effective foundation of maintenance services across a large and diverse geographical area from suburban living through to rural and remote dwellings. Our team service Blackall and district, South West Queensland, the Western suburbs of Brisbane, Redcliffe and Gold Coast North.

ThroughourSouthWestHomeAssistSecure Service, we are linked with Churches of Christ Care services and church congregations to develop locally based, client service solutions within a number of communities such as Dalby, Chinchilla, Roma, Warwick, Stanthorpe, Inglewood,ToowoombaandStGeorge.

Housing Services continues to grow steadily with 1,120 properties in the portfolio across south east and west Queensland.Thisincreaseisbelowourprojected growth due to delays with the state government outsourcing the management of public housing. However, this still represents a small growth in the portfolio of 2.5 per cent from the previous year. A total of 1,546 clients were assisted within the housing programs during the year, representing a slight increasefromlastfinancialyear,reflectingthe small growth in properties.

Community chaplains provide additional wrap-around support services to build resilience within our client base. Our community chaplains employ a proactive, holistic, pastoral care model of practice and work with individual community members to create an environment which supports the pastoral wellbeing of staff and clients. Community chaplains work to nurture healthy communities which are safe, accepting, respectful, inclusive, empowered, and which seek justice for all.

Combating social exclusion and creating safe and healthy communities are key priorities. We encourage tenant participation and involvement wherever possible which will play a key role in shaping community engagement and support services.

Overall, all services operated well in line with budget expectations for 2013-14. We have a cash based Planned Maintenance and Upgrade fund for our own stock and the stock managed on behalf of the Department of Housing and Public Works.


• During the past 12 months we have provided crisis housing and intensive support to 229 individuals through our Family and Individual Support Service and Crisis Accommodation Program. Thisisa10percentincreaseonthenumberofclientsassistedandreflectsincreased exits to long-term housing due to the introduction of social housing policy reforms in the last two years.

• Our Home Assist Secure and Home and Community Care Services supported 10,922 clients including the delivery of 34,834 hours of maintenance and minor modificationsupporttoclientsand6,046hours of information and referrals about homemaintenance,modifications,fallsprevention and home security.

• We have successfully negotiated the transfer of 120 long-term caravan park residents residing in the Bongaree Caravan ParkonBribieIsland.Theseresidentswill transition into the management of Churches of Christ Care from July 2014 and will form an integral part of our Bribie Island Campus. Residents will be able to access all available services provided on the Campus and facilities to support their individual needs.

• We have completed our application for registration under the new National Regulatory System for Community Housing Providers.

Frances Paterson-FleiderGeneral Manager

Housing Services


Tenant Advisory Group launchedChurches of Christ Care Housing Services officially launched its Tenant Advisory Group: a consultative group comprising of tenants from various regions and housing programs, and a forum for staff to consult with tenants on keys issues.

The launch of the Tenant Advisory Group is an important step to ensure we are providing client focussed care and remaining connected with our tenants. To do this we must involve tenants in our planning and improvement processes.

This exciting new initiative is a partnership effort between our housing staff, community chaplains and tenants. The Tenancy Advisory Group is a great community development initiative as it provides opportunity for tenants to engage with others, strengthening their community and empowering them with a collective voice, to address issues that impact their daily lives. This will inevitably lead to stronger more cohesive communities. The group’s focus moving forward will be providing feedback on matters that help to improve policy, operations and service delivery to increase tenant satisfaction and participation.

Coogera Art ExhibitionCoogera Art Exhibition- a celebration of community – “It’s a community effort and by doing it we are developing together as a community,” said Leslie, a resident of Coogera Apartments at Caloundra. Simon and Garfunkel sang, “I am a rock, I am an island.” Well, an apology to all the fans out there but that is just not true! The residents of Coogera Apartments are proof of that. What started as a simple conversation between a resident and the community chaplain blossomed into something truly beautiful.

Residents worked collaboratively to organise an art exhibition that would highlight the talent, creativity, beauty and resourcefulness of those living at Coogera Apartments.

The inaugural Coogera Art Exhibition opened with residents mingling with a mixture of members, family, friends and staff – “showing off” their collective efforts. The outcome of the exhibition was a growth in confidence and pride, connection and new friendships, a chance to serve and support others, space to create and be purposeful together. One resident said, “It brought people together and meant that they participated. I spend all day by myself and it meant that I didn’t have to”.

Homeless Connect – staff participated in the Brisbane City Council’s Homeless Connect event, held at the RNA Showgrounds recently. Homeless Connect brings together business and community groups on one day to provide free services and information to the homeless and those at risk.

This was the second time we have participated in the event and staff said they were keen to go back again next year. “It was an eye-opener and I enjoyed it. The homeless are all around you. Homelessness can happen to anybody,” said Housing Officer Carol Farnham. Service Support Officer Angela Coombes said, "it was worthwhile because it meant knowing that I can help. If it means that one person can get a meal ‘because of us being there’ that’s good enough for me.”

The event also provided a networking opportunity for organisations to come together and exchange information and ideas.

There are more than 105,000 Australians who find themselves homeless each night of the year. Just under half of these are women and a quarter is under the age of 18.

To help increase awareness and to raise funds for the homeless a number of staff from Churches of Christ participated in the 2014 Vinnie’s Community Sleep out. Well done to the team for a great effort.

❚My Target

❚My Total

100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

0%

Team Total Raised So Far

$955

Fundometer



The launch of the Tenant Advisory Group.

A selection of the artwork featured at the Coogera Art Exhibition.

The Housing Services team roughed it outdoors to raise funds during the 2014

Vinnie's Community Sleepout.

• We secured a state government grant to build another 40 community housing units for seniors as part of an integrated community model at Acacia Ridge.

• We successfully adapted our Home Assist Secureservicestosatisfysignificantchanges to the funding guidelines for the 2013-14 program.

• ThereviewconductedbytheDepartmentof Communities, Child Safety and Disability Services against the Human Services Quality Standards found that Queensland Community Care Services provided by Home Assist Secure are achieving the standards with successful client outcomes.

• TheServiceReviewconductedbytheDepartment of Communities, Child Safety and Disability Services against the Standards for Community Services delivered by the Family and Individual Housing Support Service, found that the service is achieving full compliance against all standards.

• WeestablishedTenantAdvisoryGroupswithin each of our regions where tenants provide direct input into policies, procedures and delivery model of housing services.

• Leading on the establishment of Under 1 Roof Ipswich (U1RI) we are taking a collaborative approach to case management to provide successful housing and other outcomes for clients.

• ThroughourinvolvementinQ500,wearetaking a lead role in the development of the Community Housing Providers (CHPs) Queensland industry group including the launch of the interactive website.

• We received an additional $13,065 from the Department of Communities, Child Safety and Disability Services for a one-off program to support client spring-clean and storm and emergency preparedness activities through our Home Assist Secure service.

• We are working in partnership with Brisbane City Council, through our Western Suburbs Home Assist Secure service, on the Greenheart Wisdom Project which aims to help Brisbane residents aged over 60 to:

findnewwaystoreducetheirenergybills

improveenergyefficiencyintheirhomes

stay healthy and comfortable in their homes for longer

help address some of the environmental challenges facing the city of Brisbane.

• We received a grant from Brisbane City CounciltodevelopaSafelinkTenantMentoring Service providing a buddy system for our tenants suffering from mental health issues.

Ourchallenges

ThereareanumberofchallengesfacingHousing Services during this period of change and growth in the sector:

• Delivery on the registration process for the National Regulatory System was resource intensive and required close collaboration with support services.

• Negotiation with the state government for new business opportunities such as the Bongaree Caravan Park and the new community housing at Acacia Ridge.

• Ensuring business continuity within Home Assist Secure following the efficiencyreviewandappointmentofanumber of new staff to the team.

• Significantproportionsoftenantsareassessed as ‘very high need’ presenting with complex needs requiring support in order to sustain their tenancy.

• Thesocialhousingsystemisbecomingincreasingly focused on people in high need for secure, affordable and supportive housing and there is a requirement to develop new tenancy management practices to respond to the changing demographic.

• A major review of State Government Public Housing policies, such as tackling under-occupancy and the ‘three strikes’ policy for objectionable behaviour, has resulted in increased public housing vacancies,shorterwaitlisttimesandflowon effect to higher turnover in our Crisis andTransitionalHousing.Thissawanincrease in costs (vacancies, cleaning, etc.), and a higher workload, but improved client outcomes with quicker access into housing.

• Restriction on rental income makes meetingrisingmaintenanceandstaffingcosts, whilst provisioning for future property upgrade obligations, increasingly difficultasrevenuecannotbeincreasedtomeet outgoings.

• TheStateGovernment’sProcurementTransformationandContestabilityagenda has created an uncertainty around recurrent government funding for programs such as the Community Rent Scheme, Home Assist Secure and the Housing Support Service which are funded to the September 2015 to allow for the new procurement policies to be put in place.

• An increase in regulatory requirements in line with the National Regulatory System has placed greater emphasis on annual evidence based regulation increasing from the previous triennial accreditation system.

• Greater expectation by government for community housing organisations to provide additional services, such as community development and exit planning support, from their existing resources.

• Theincreaseinpopulationandassociatedshortfall in appropriate affordable housing options. On any given night, atleast20,000Queenslandersfindthemselves without a safe place to sleep or are forced to endure inappropriate or crowded conditions to keep a roof over their heads. (2020 Homelessness Strategy, DoHPW, 2013).



In the year ahead, we will:

• establish Churches of Christ Care as the new managers of the long stay section oftheBongareeCaravanPark.Thisnewmanagement will include developing opportunities for residents to access other services available on the Bribie Island Campus

• participate in the Project Control Group on the design and delivery model for the new housing facility at Acacia Ridge that will deliver 40 units of community housing as part of an integrated campus for seniors

• continue to progress our application for registration under the National Regulatory System, seeking registration asaTier1provider

• facilitate the smooth transition of the Home Assist Secure service to Community Care

• developaShareHousing/LeadTenantmodel for young people working in partnership with youth support agencies

• launchthefirstSocialEnterpriseinitiatives for landscape maintenance providingtrainingandtradequalificationsfor young people leaving care and for tenants within our social housing programs that may be disadvantaged in the employment market

• present an innovation options appraisal to the state government for a collaborative approach to delivering public and community housing and associated services

• successfully grow volunteer opportunities throughout the service.

Then Jesus declared, ‘I am the bread of life. He who comes to me will never go hungry, and he who believes in me will never be thirsty.’ John 6:35 NIV



provides seamless care and service integration. Our philosophy is to engage with residents in a way that empowers themtoinfluenceandcontributetotheircommunities. We test all decisions to ensure there will be a positive outcome for residents, and advocate on their behalf through our involvement in community, industry and special interest groups and forums.

Our chaplaincy services within our villages have proven to be a great success. Extension of our chaplaincy services in our Victorian villages has also been received with very positive feedback.

Accreditation with IRCAS (International Retirement Communities Accreditation Scheme) was achieved with three years’ accreditation granted to eight of our villages, six of which achieved accreditation for the firsttime.ChurchesofChristCarevillageswerethefirstvillagesaccreditedundertheIRCAS accreditation in both Queensland and Victoria. Villages accredited during the year were:

• StJamesRetirementVillage,Townsville

• Sanctuary Park Retirement Community, Nambour

• Amaroo Retirement Village, Gatton

• NubeenaRetirementVillage,Toowoomba

• Crows Nest Retirement Village, Crows Nest

And the following Victorian villages:

• Arcadia Apartments, Essendon

• Grant Street, Oakleigh

• Bethany Close, Ormond.

Preparations are underway for accreditation ofanotherfivevillagesinthenextyear.


• We completed the three-year review of our operational systems and incorporated a new structure within our records management system to align with the new accreditation standards.

• TheestablishmentofourwellnesscentreatStJamesVillageinTownsvilleintroduced a range of home care services to our residents and the broader community.

• An expansion of bus outings, trips, inter-village visits and social events increased resident interaction and enjoyment at many ofourvillages.TheintroductionofabuddyprogramatStJamesVillageinTownsvillewas very well received by new residents.

• Theestablishmentofourresidentambassador program is in early planning and being introduced at Sanctuary Park, Nambour with the concept receiving much support and enthusiasm from residents who wish to be involved.

• An increase in resident involvement in Men’s Shed activities saw the formation of Men’s Shed groups in a number of villages.TheinclusionofMen’sShedsatGolden Age and Bribie Island proved to be very popular with residents.

• We participated in and hosted a number of community events and forums.

• TwomajorupgradeprojectsatSanctuaryPark and Bribie Island delivered greatly enhanced community and leisure facilities for residents.

• Retirement Living operations and processes were documented and a detailed scoping exercise was undertaken on how the various seniors living services, within Churches of Christ Care, could be integrated into a business enterprise platform enabling more efficientdeliveryofservices,improvedworkflowsandreducedtimeframesaswell as better presentation of information to residents while increasing access and portability through technology.

Churches of Christ Care operates 18 retirement villages throughout Queensland (14) and in Melbourne, Victoria (4). These villages offer a wide range of lifestyle options, all with personally tailored care and support packages available through Churches of Christ Care or coordinated by the management team. Churches of Christ Care promotes an independent lifestyle where residents can age-in-place with total freedom, independence, privacy, dignity and security, without the worry of garden and house maintenance.

Our 18 villages offer well located, safe, attractive, accessible and affordable retirement accommodation and services for over 970 residents. Most of our services are co-located with Churches of Christ Care residential aged care and community care services, which offer residents a continuum of care as their needs change.

Residents have access to a range of social and hospitality services including, in some locations, medical transport ensuring residents are able to visit specialists and attend hospitals when needed.

Threeofourvillages–atBribieIsland,MitcheltonandTownsville–arepartofthe organisation’s integrated communities program, where a ‘campus’ approach

Kim Teudt General Manager

Retirement Living


Retirement Village locations

Number of units at 30 June 2012

Number transferred during year

Number of units at 30 June 2013

Number of residents

18 664 133 797 953

• We developed and delivered a “train the trainer” computer course to increase the quality and quantity of training available for residents with a view to increasing residentcapacityandconfidenceintheuse of the internet.

• We developed a manual on Retirement Living Design guidelines incorporating internal, external, community and environmental detail around planning environments.Thismanualwillbeaninvaluable source of information and guidance for our consultants when planning either re-design or new design work for our integrated communities.

• Our staff and volunteers received a number of Excellence in Service Awards – see page 30 to 35 for more information:

• Jan Beutel, Retirement Living Manager Central West and Joanne Antoni Retirement Living Manager Victoria werebothannouncedasfinalists,intheir respective states, for the Property Council of Australia Manager of the Year Award 2014.

• We welcomed our last resident into Sanctuary Park Retirement Community, Nambour, moving into the last remaining new unit in the village.

• Since our acquisition of St James Village in 2012 we have reduced vacant unit availability from 17 to three.

• Many of our villages now have a waiting list minimising the time units are available for sale between changeovers. Whilst we would generally expect a 10 per cent vacancy rate our actual result was 6 per cent, ensuring outgoing residents, or their representatives, received their exit entitlement within the shortest possible time.

• Improvement in the general property market meant that incoming residents were able to sell their homes in a quicker timeframe than has been experienced in thepastfiveyears.

Ourchallenges

• Meeting the increasing needs of our residents as they elect to remain independent within our villages, albeit with support services, will continue to be our focus.

• Thechallengeofredundantdesignandbuilt environment structure in some of our villages will be a priority for redevelopment.Thiswillmostcertainlyresult in some resident impact during those development stages.



• lodge applications for accreditation under IRCASforfiveremainingvillages

• conduct further consultations with our residents about service offerings in the future that will assist them to remain comfortably in their own homes

• provide information sessions to residents on the changes in aged and home care services resulting from the aged care reform agenda

• review our transition process, ensuring residents can easily move between our services

• dedicatesignificanttimeandresourcestoour future development projects, some of which will be new and others will be the re-development/upgradeofexistingservices.

Arcadia Apartments’ staff and residents were instrumental in a gala evening that raised over $27,000 to enhance the environment for Arcadia Aged Care Service.

Winner of the Exemplary Volunteers Award 2013, Dorothy Blythe (93 years young), pictured with her husband and

other award winners at Celebrate 2013. Dorothy has managed and tended the plants in our courtyards at

Arcadia Apartments and aged care service since 2005.

150M

120M

90M

60M

30M

008-09 09-10 10-11 11-12 12-13

Retirement Living Independent Living UnitsIngoing contributions held



the disconnection of frail aged, young disabled persons and their carers across the communities we serve. Our Social Circle program provides in-home visiting and a “telelink friendship” service. Approximately 10 per cent of our total client group access our Social Circle activities. Access to this program is now available at all 14 community care service locations at no cost to our clients. We expect the client participation in this initiative to increase to 50 per cent over the 2014-15 year.

We now operate 534 Home Care Packages, as allocated and funded by the Commonwealth Government.TheexistingCommunityCare services will also join with our Home Assist Secure, home maintenance and home modificationsservices.Thiswillenableseamless access for all clients, to a much wider range of home care services and support.

Theflexiblecarerrespiteoptionswereexpanded and further developed, combining innovative and individually tailored respite options for primary carers, while maximising outcomes for care recipients. Respite is available at all 14 service locations and we operate speciality respite services at Bribie Island and the Gold Coast, which have collectively delivered respite to 160 carers across their local communities.

Our West Moreton Community Care service moved into Boonah’s town centre, making ourofficeandstaffmuchmorevisibleand accessible to Boonah residents and surrounding areas.

TheCommonwealthHomeandCommunityCare Programs were implemented in the Darling Downs, which include centre-based respite care, nursing services, and basic levelhomesupportservices.Theservicenow provides services to some 25 frail agedclientsacrossToowoombaandthesurrounding areas.


In 2013-14, we:

• established two new service outlets—one atLoganandoneatTownsville,ourfirstCommunity Care service in Northern Queensland.ThisserviceisoperatingPrivate Home Care Services and Home Care Packages and is located at our ChurchesofChristCampusinTownsville

• further developed our Community Care, Care Governance Framework, with the development of our Clinical Supervision Model and the commencement of clinicalskilldevelopmentprograms.Thisframework informs the way we measure and analyse service and client outcomes in relation to care effectiveness, client participation, workforce capability, and risk management

• welcomed two chaplains to service based, multidisciplinary team roles at the Gold Coast and West Moreton

• developed a central enquiry point and presented various local community information sessions and marketing strategies

• continued to develop service capability to deliver services in the specialised area of palliative care

• completed the Department of Communities, Child Safety and Disability Services, external quality review of our services at Bundaberg, St George and Gold Coast locations

• successfully expanded our day respite program at Bribie Island, to include Brisbane North, Caboolture and Sunshine Coast, providing much needed and accessible respite options to carers in these communities

• completed an internal restructure to ensure alignment to the transition to Consumer Directed Care

The Community Care team provides a range of care and services to clients wishing to remain living independently in their own homes, or other community based accommodation, for as long as possible. Services include domestic assistance, personal care, nursing and allied health care, home maintenance, social and lifestyle services, carer support and respite services.

Churches of Christ Care operates various Commonwealth and state government funded and subsidised community care programs. During the period 2013-14, approximately 1,500 clients received monthly services from our Community Careprogram.Thisrepresentsa13percentincrease over the past year and we delivered over 133,300 direct care hours. Of those clients, 75.7 per cent were aged over 75 years and only 5.8 per cent were below the age of 65 years.

Our services are designed to assist our clients and their carers to achieve their goals and lifestyle choices. All programs offer a diversity of service and support choices and have a focus on healthy ageing and personal wellbeing.

We continued to expand our social enablement volunteering program to assist addressing social isolation and

Jenny Tyrrell General Manager

Community Care


• secured an additional $31,000 recurrent funding for Bundaberg and St George, specificallyfortheprovisionofsocialsupport and respite care services

• finalisedcentralisedsupportimplementationto 13 service locations, enabling service staff to concentrate on client needs, and streamlining business processes.

Ourchallenges

• It is expected that the implementation of new business supporting software, along with mobility solutions for all community staff,willseegreaterefficiencygainoverthe next two to three years.

• TheAgedCareReforms,adoptedbytheCommonwealth Government and enacted throughout 2013-14, created many challenges for the Community Care team. ThishasincludedtheConsumerDirectedCare transition and the introduction of client payable, income tested fees across HomeCarePackageprograms.Thetransition to Consumer Directed Care is in progress and will conclude in June 2015.

• Various expected changes in the industry, relating to further reforms, to be implemented by the Commonwealth Government including the Commonwealth Home Support Program and changes to the way care support and respite services are funded and administered.

• Due to an increasing number of frail, aged people choosing to remain living in their own homes and not entering residential aged care, we have introduced service delivery improvements, including education and training workshops for staff and expertise in the planning and delivery of clinical and care services to those clients with complex needs. We have engaged a new role of Clinical SupportOfficer,tooverseequality,safety,and effectiveness and appropriateness of care being provided.

• Social isolation of clients who may live alone, or who care for someone at home, who is frail aged or who have a disability is ever increasing. We are addressing this challenge through the establishment of volunteer home visiting programs, and expansion of social engagement programs; group bus trips; shared holidays; and many community access events.

Regular bus trips are arranged for our clients. This was a bus outing at the West Moreton Service to the Mt Alford Lodge tea gardens for afternoon tea. (Photo features our chaplain and clients Ken and Eva enjoying the sun.) This social outing was a first for quite a long time for some clients who otherwise would not be able to enjoy these simple pleasures. Staff said, “It was wonderful to see the enjoyment and hear the room full of chatter from our clients”.

CommunityChaplain,HonniHaytonvisitsDulcieathome.Chaplaincysupportisofferedtoallclients.

Joan lives alone and receives daily service visits from our community care staff. On her 92nd birthday, staff cooked her a celebratory roast lamb dinner and service staff organised a surprise birthday party. Joan would have otherwise spent this birthday alone. Joan has been receiving a home care service from Churches of Christ Care for the past five years.



Community Care

Service coverage From Townsville to northern New South Wales in the south and west to St George and Blackall

Service locations 14

Number of staff and volunteers 260

Number of allocated subsidised packages • Community Aged Care packages• Extended Aged Care at Home

packages• Extended Aged Care at Home

Dementia packages• Consumer-directed Low Care

packages

534

Annual turnover $12.5m

Total hours of direct care/service provided to clients across Queensland and northern New South Wales

133,341 hours of service

Average number of clients who received a service every month 1,500

Total number of clients accessing services 2075


We will:

• worktowardsincreasingefficienciesin service delivery through centralised processes of business support, reducing costs at service locations, and so providing better value for money services

• implement replacement software to support business growth and the changing business environment

• finalisetransitionofallHomeCarePackages to the Consumer-Directed Care approach, and continue to provide assistance to all clients as they begin to take control of their own service planning

• broaden the reach of all program activities targeting socially isolated aged and disabled persons

• develop a demonstration “respite options hub” to showcase innovative respite options with a view to expanding across South East Queensland

• continue to develop staff skills and expertise in the planning and delivery of clinical and care services to those clients with complex needs

• consolidate the combination of all Home Assist Secure, home maintenance and homemodificationsprograms

• expand our chaplain services to all.

Churches of Christ Care provides a range of care and support services to clients wishing to remain living independently in their own homes.


Community Care

Service coverage From Townsville to northern New South Wales in the south and west to St George and Blackall

Service locations 14

Number of staff and volunteers 260

Number of allocated subsidised packages • Community Aged Care packages• Extended Aged Care at Home

packages• Extended Aged Care at Home

Dementia packages• Consumer-directed Low Care

packages

534

Annual turnover $12.5m

Total hours of direct care/service provided to clients across Queensland and northern New South Wales

133,341 hours of service

Average number of clients who received a service every month 1,500

Total number of clients accessing services 2075

I have come that they may have life, and have it to the full. John 10:10b NIV



be in a position to assist those communities that are struggling with viability.

A key focus this year was to prepare for the aged care reforms that will come into effect on 1 July 2014.Thesereformsincludethefollowing:

• A new dementia supplement to be introduced to support those living with dementia. Income from this supplement approximated$1millionforthefinancialyear, and will be used to provide uplift to those suffering dementia.

• We will introduce a new supplement for concessional places in refurbished facilities.

• A new pricing regime will be established, with the removal of the distinction between high care and low care, providing residents with more choice as to how they pay for their accommodation costs. Each room in each facility will be individually priced considering such factors as size, location, amenities, furnishings and quality. Room prices will be published on the My Aged Care website for public viewing and comparison with other providers, strengthening competition, and price competiveness in the market.

• Duringthisfinancialyear,preparationforthese changes included a complete review of all accommodation in each of our facilities, establishment of prices for each category of room, marketing and promotional materials, and website development.

• Trainingforallservicemanagersandadministration staff was conducted on customer service, sales, the reforms, the new means testing rules, and the new tools used to support the reforms.

• Theimplementationofaresidentfee calculator has been a useful tool provided to staff that allows different accommodation scenarios to be calculated to support the resident in the accommodation choices they are required to make.

Thefollowingserviceswerere-accreditedduring the year:

• Buckingham Gardens (Acacia Ridge)

• Lady Small Haven (Benowa)

• Yapunyah (Cunnamulla)

• Arcadia (Essendon)

• Carramar (Stanthorpe)

• Kolan Gardens, (Gin Gin) managed on behalf of the Bundaberg Regional Council

Churches of Christ Care operates 28 residential aged care services throughout Queensland (25) and Melbourne, Victoria (3).

Theorganisationiscommittedtoprogressing innovative care that supports each elderly person to celebrate their personal life journey, and to provide ongoing education, training and development for all staff to support them in providing optimum resident care.

Churches of Christ Care’s residential aged care services provide a range of services including high care, dementia care, palliative care, respite care and a cottage life model of care in supportive community environments. Each one of our services is fully accredited by the Australian Aged Care Quality Agency.

Thisyear,wehaveseenagrowthintheresidential aged care services with the acquisition of two facilities in Stanthorpe.

In coming years we are aiming to continue togrow,throughstrategicacquisition/partnership of existing, community managed, residential aged care services, where there is a need for a professional aged care provider to deliver high quality services.Theongoingrequirementforagedcare providers to have access to capital to maintain their viability, and the increased regulatory environment, may mean we will

Bryan MasonGeneral Manager


Residential Aged Care Performance

2013 2014

Licences 1673 1770

Occupancy 93.80% 95.46%

Occupied days 573866 592214

Revenue $122,186,000 $132,325,000

Bonds $94,427,200 $108,512,865

Staff Turnover 27.10% 22.71%

# Staff 1969 2191



• We completed the acquisition and effective integration of the Carramar Aged Care Services in Stanthorpe.

• Staff turnover for the year was reduced by 16 per cent. Positive initiatives in staff training and development, roster stabilisation, and enterprise agreement renegotiation were all contributing factors.

• Theimprovedfinancialperformance,thatexceeded budget, and delivered a 19.6 per cent increase in earnings, provided a solid basis to continue to reinvest in refurbishments, new developments, information technology systems and improved client services.

• Theimplementationofatrialofthumbprint recognition for electronic staff timesheet recording has been completed in three sites and is being assessed for roll-out to all services.

• An e-learning platform was trialled providing staff with easier access to a large educational and professional training library.Thetrialwassuccessfulinproofofconcept and will await the upgrade of our information technology capability before enterprise wide implementation.

• A restructure of the regions was conducted, providing cost savings and a consolidation of skills and resources in each region.

• We improved clinical governance and practice development structure in preparation for our move to the electronic health record.

• Thepalliativecareandend-of-lifemodelof care was successfully trialled at Clive Burdeu and has provided staff with a solid framework in which to deliver high quality care in an end-of-life environment.

• Thepositivewellbeingmodelofcarewassuccessfully trialled at Moonah Park in Mitchelton demonstrating the positive uplift provided to clients upon the measuring and consideration of client preferences.

• A review of accommodation refurbishment programs was conducted with the purpose of ensuring that our physical facilities continue to meet market expectations.

• Applications were made for nine sites in which refurbishment programs were conducted, and it is expected that approximately $6 million of supplement

willflowtoChurchesofChristCareoverthe next three years.

• A renegotiation of the enterprise agreement in Victoria was successfully achieved providing staff with above indexation pay increases.

• We continued the implementation of the Managing Me program with approximately 1,200 staff completing the course.

• Traininganddevelopmentspecialisedtraining materials have been developed through the Centre of Excellence in DementiaCare.Thisinternaltrainingmodel will commence its roll-out in the new year as we continue to equip our staff for the challenges of caring for people with dementia.

• We trialled an innovative approach to measuring successful practice of client preferences. A client preference tool has been developed that measures the success of meeting client expectations in regard to their lifestyle and care preferences.

• We developed the Fun and Fitness program. In collaboration with University of Queensland, this program is now being measured across six sites, and in the next twelve months will be implemented across all facilities.

• A food program was implemented with several of our local Church of Christ churches.Throughutilisingsurplusfood cooked in the residential aged care services, meals are packaged and made available to local churches to distribute to those in need, making a positive impact in the local communities in which they serve.

Ourchallenges

• In an environment of change, increasing costs of care provision, higher acuity of residents with a shorter length of stay, weimprovedourfinancialoperatingperformance by 19.6 per cent and our bond holdings by 14.9 per cent contributingpositivelytothecashflow of the organisation.

• ThetransitiontotheLivingLongerLivingBetter aged care reforms was a challenge successfully met during the year.



• seek growth through acquisition of established aged care providers

• continue with major refurbishment programs and master planning of existing sites

• build upon our practice development by focusing on the implementation of a palliative and end-of-life model of care, apositivewellbeingmodelofcare,firstpersoncareplanningtools,funandfitnessprogram, and practice development of spiritual and pastoral care, aiming to be recognisedleadersinthesefields

• implement an electronic health record systemthatwillbringefficienciesindatacollection, administration and recording of care, resulting in better clinical outcomes, increase in revenue, more staff time for residents, and improved analysis and interpretation of data for research purposes

• provide uplift both professionally and personally by expanding our Managing Me program to service managers and registered nurses, development of an innovation in clinical care program, and continued program of customer service training. New clinical training programs will also be delivered in palliation and dementia care

• continue to develop assisted living options for those in our integrated retirement villages and community housing.

Churches of Christ Care operates 28 residential aged care services

throughout Queensland and Melbourne, Victoria.

Residential Aged Care Performance

2013 2014

Licences 1673 1770

Occupancy 93.80% 95.46%

Occupied days 573866 592214

Revenue $122,186,000 $132,325,000

Bonds $94,427,200 $108,512,865

Staff Turnover 27.10% 22.71%

# Staff 1969 2191



Has adopted ChildSafe

Currently in the process of adopting ChildSafe

Using another system/process (not ChildSafe)

Not using any system or process

Not Applicable (due to lack of youth etc.)

Has not yet begun implementation

17 18 2 0 15 11

26.98% 28.57% 3.17% 0.00% 23.81% 17.46%


The Assurance Services Division is responsible for the Risk Management, Quality Management, Internal Audit, and Workplace Health and Safety programs and processes to ensure the organisation is complying with the required legislation and standards in a manner that is safe for our clients, staff and stakeholders.

RISK MANAGEMENT

DuringthefinancialyearFraudandCorruption Awareness sessions were regularly conducted across the organisation to support the policy against fraud and corruption. We developed and communicated processes and registers regardingconflictofinterestanddeclarationof gifts. Quarterly reporting to the Board on allegationsoffraud,conflictsofinterestandreported gifts was initiated.

Regular reviews and testing of the service disaster management plans were carried out with preparedness activities such as mock evacuation codes conducted in various services.

TheEnterpriseRiskManagementFramework was reviewed and updated inlinewithAS/NZSISO31000:2009andmaterials for Sentinel Event Management

were reviewed and updated to include more guided information in regards to reporting requirements in line with the Coroners Act.

Churches of Christ in Queensland values children and young people and is committed to providing them with safe environments. For this reason, the ChildSafe safety management system has been adopted as the preferred program for safety of children within Churches of Christ in Queensland’s affiliatedchurches.

TheRoyalCommissionintoInstitutionalResponses to Child Sexual Abuse has highlighted the importance of a program to manage children’s safety within churches; therefore, the organisation has increased its effort to ensure all of its churches are compliant within the children’s safety area. A ChildSafe review was issued to eligible churches in August 2013. Results showed 15 churches fully compliant, 22 partially compliant, and 28 working towards compliance.Thesecondcompliancereview,issued in June 2014, focused on ensuring the 28 churches working towards compliance were given the appropriate support and resources.

Trent Dean Director

Peace I leave with you; my peace I give to you. I do not give to you as the world gives. John 14:27a NIV


Has adopted ChildSafe

Currently in the process of adopting ChildSafe

Using another system/process (not ChildSafe)

Not using any system or process

Not Applicable (due to lack of youth etc.)

Has not yet begun implementation

17 18 2 0 15 11

26.98% 28.57% 3.17% 0.00% 23.81% 17.46%


• TheDivisionalDirectordeliveredarisk management workshop at the 2013 Better Boards Conference in Melbourne, and authored an article on Fraud and Corruptionentitled“Not-for-Profit,Not-for-Fraud” published by Better Boards.

• WemadeasignificantcontributiontoChildSafe Limited’s response to the Royal Commission Issues Paper 3: Child Safe Institutions. We shared documents developed as part of Queensland’s ChildSafe program with Churches of Christ in Victoria, Western Australia and South Australia.

• We suggested an addition to the Safety Management Online system and consulted with ChildSafe Limited to develop the update.Theadditionwascalled‘SafePlaces’.Thisprovidedmaterialstoensurefocus on the three main topics which are essential when creating a culture of safety and care; Safe People – Safe Programs – Safe Places.

Ourchallenges

• We need to ensure our churches are compliant within the area of child safety.

• Changes to the accreditation, assessment and licensing standards and frameworks across different care service streams will require changes in associated documents and processes.


We will:

• empowerthelocalchurches/churchcoordinators to implement and maintain the ChildSafe program and develop a website for child safety

• develop a healing framework for church abuse survivors

• conduct risk management workshops

• continue to review and update Disaster Management processes.

Children and young people are valued by Churches of Christ in Queensland which is committed to providing them with safe environments.

Churches of Christ in Queensland made a significant contribution to ChildSafe Limited’s response to the Royal Commission.



Would you recommend Churches of Christ to others?

Internal Audit uses the following priority rating system

Priority Rating Description

P1

Immediate Executive/Senior Management action is required to address critical failure of key control/s

P2

High level of control weakness identified.

Significant time and resources may be required to improve overall control effectiveness

P3

Moderate level of control weakness identified

Moderate time and resources may be required to improve overall control effectiveness

P4

Negligible level of control weakness identified

Improvements to control effectiveness are limited

INTERNAL AUDIT

TheInternalAuditfunctionisakeycomponent of the organisation’s governance framework.TheInternalAuditteam’sprimary objective is to provide independent and objective assurance and consulting services designed to add value and improve theorganisation’soperations.Themainfunctions of the Internal Audit team are to:

• conduct assurance reviews

• provide consultancy and advisory services

• undertake initial due diligence reviews

• participate in risk management and fraud and corruption control processes.

Over the past 12 months an annual Internal Audit plan was completed. Results from the follow-up process undertaken by Internal Audit on those audits assigned a priority rating of either P1 or P2 and resulted in visible improvements at service level.


• Change of approach to follow-up audit activity resulted in increased client communication and a decrease in outstanding and overdue audit recommendations. Audit results during 2013-14 showed a marked improvement in management response time frames, with 70 per cent of responses received within a two-week timeframe. In addition, only seven per cent of responses were received more than 30 days after the draft Audit Report was issued compared to 31 per cent in 2012-13.

During the 2013-14 reporting period:

• no services received a P1 priority rating

• only 18 per cent of audits conducted during the period resulted in a P2 priority rating

• P3 priority rating was given to 41 per cent of audits

• P4 priority rating was given to 41 per cent of audits.

Ourchallenges

• Engaging key stakeholders in the development, review and delivery of self audit tools and methodologies continues to be a challenge with service areas dealing with accreditation and licensing, and the impact of changes to quality frameworks and legislation.


• Wewillincreaseflexibilitywithquarterlyfraud activities so that time is directed towardshighriskareasandsufficientvalueis gained from the work required; that is, considercostversusbenefitanalysis.

QUALITY MANAGEMENT

TheQualityManagementteamensuresthat all the necessary activities for planning, developing and implementing a service are efficient,effectiveandintegratedthroughoutthe organisation. Such activities must meet or exceed relevant legislation and standards for eachservicearea.TheQualityManagementFramework aligns with the Risk Management Framework to ensure that the organisation is able to meet strategic, operational and compliance objectives and capitalises on identifiedrisksandopportunities.TheQualityManagementTeamactivitiesinclude:

• supporting accreditation activity

• promoting continuous improvement

• implementing the Quality Management Framework

• managing organisational survey processes

• coordinating the Record Management approach.


• We implemented the new organisational survey approach conducting 26 surveys including the staff satisfaction study and client satisfactions surveys.

• Weconductedourfirstall-of-organisationclientsurvey,whichidentifiedthatthevast majority of clients (89 per cent) aresatisfiedwiththeservices,careorassistance offered by Churches of Christ Care. Also notable was that 87 per cent of respondents across all care services stated they would recommend Churches of Christ Care services.

• Staff Satisfaction Study results showed a majority response of 53 per cent was received overall: 90 per cent of full time staff and 49 per cent of part time staff responded.

Ourchallenges

• Changes to the accreditation, assessment and licensing standards and frameworks across different care service streams will require changes in associated documents and processes.


• Wewillimplementchangesidentifiedduring the Quality Management Framework transition and subsequent gap analysis to support alignment with ISO 9001:2008.

• Wewillseektofacilitateanefficientcontinuous improvement culture.

WORKPLACE HEALTH AND SAFETY

TheWorkplaceHealthandSafetyteamprovidesanefficient,effectiveandconsistentmethod of risk management, ensures the implementation of best practice processes and incorporates legislative requirements

❚Yes

❚Maybe

❚No

❚Not given


WorkCover Queensland statutory claim costs from 1 July 2010 to 30 June 2014

2009-10 2010-11 2011-12 2012-13 2013-14

No. of claims 150 184 167 164 140

Average claims per month 12.50 15.33 13.92 13.67 11.66

Total cost $ (Actual) $1,341,058 $1,471,681 $895,665 $583,387 $386,541

Average cost per claim $8,940 $7,998 $5,363 $3,557 $2,761

% change 10.5% reduction in average claim cost

33% reduction in average claim cost

33.7% reduction in average claim cost

22.4% reduction in average claim cost

forourdiverseworkplaces.Thefocusoftheworkplace health and safety team is to:

• provide support and guidance to the services through an effective health and safetystaffingstructure

• reduce statutory claims and WorkCover premiums

• increase focus on return to work and rehabilitation of injured workers

• encourage staff engagement with a positive health and safety culture

• implement an organisational Health and Wellbeing program.


• Weprovidedfreeinfluenzavaccinations to 565 staff and volunteers at site based clinics.

• We achieved further reduction in Queensland WorkCover statutory claim costs and achieved a saving of actual costs of $1,025,824 in Queensland since 2010.

• Average cost-per-claim was reduced by 35.2 per cent.

• Improvement of safety culture and rehabilitationprocesswasreflectedinthereduction of statutory claim costs.

• Weachievedadownwardtrendreflectingsignificantreductionsinnumbersandcosts of claims.

With four professional Health, Safety and Rehabilitation consultants working within their allocated regions, the improvement of the safety culture and rehabilitation process isreflectedinthesavingsshownbelow.Theorganisation’s actual savings in statutory costs were:

• $576,016fortheperiod2011/12



Thiswasadownwardtrendreflecting

significantreductionsinthenumber and costs of claims.

Ourchallenges

We aim to:

• implement a structured Workplace Health and Safety team with a consistent approach across the organisation focussed on legislative conformance, implementing newspecificproceduresandenablingtheservices to take responsibility for health and safety at all levels.

• enhance the culture and ensure all Workplace Health and Safety processes for reporting are followed and are consistent.

• reduce statutory claims costs and identifiedCommonLawclaims.

• grow recognition that improving Workplace Health and Safety performance needs the cooperation of all employees and the development of a supportive organisational culture, including using the knowledge and experience of the workforce as a valuable resource; encouraging participation in system implementation and ongoing development; and consulting to set objectives and targets.


• We will implement the Health and Wellbeing program “Steps to Health” to assist all workers to enhance their health and wellbeing for them personally and theirfamily.Thiswillinclude:

cessation of smoking

fitnesspartnerships

healthy weight initiatives

continuing to provide the annual fluvaccinationprogram.

The vast majority of clients (89 per cent) are satisfied with the services, care or assistance provided by Churches of Christ Care.



The Business Support Division coordinates the operational business support functions for the Churches of Christ in Queensland. This includes Human Resources and Volunteer Services, Learning and Development, Fleet and Procurement, Information Technology and Systems, and Hospitality Services. The Division is also responsible for the administration of the Project Management Office.

VOLUNTEER SERVICES

Volunteering provides the opportunity for people to make a meaningful difference, connecting with people in need. We are grateful to have almost 900 volunteers now choosing to support our organisation. Thisisa30percentincreaseininitialenquiriessincelastfinancialyear.

We recognise the vital role volunteers playandthisfinancialyearsignificantinvestment has been made in the expansion of our Volunteer Services. We have a team of regionally based consultants committed to growing and sustaining a quality volunteerprogram.Theyareresponsiblefor recruitment, business development,


Tracey HurstDirector

community engagement, and mentoring front-line coordinators so that volunteers can experience a sense of belonging and achievement in their everyday roles. Thisensuresourvolunteersareableto fulfiltheirowngoalsandreachtheir true potential.

Inthelastfinancialyearmorethan76,000hours were donated by volunteers. Thesocialandemotionalrichnessthatcomes from an effective volunteer team isverysignificanttoourclientsandstaff.Now more than ever, we are engaging with people from all walks of life who have differentreasonstovolunteer.Theyallhaveone thing in common, a preparedness to make a difference whether it is to their own livesorpurelyforthebenefitofothers.

Themajorityofourvolunteersarebasedwithin our residential aged care services where they add value to the everyday lives of our clients and support staff with undertaking practical tasks.

In the last year we developed programs in other service areas all purposed at improving our client’s experience. InnovationsincludetheLeadTenantProgram in our Child, Youth and Family Care services helping young people transition from supported living, and the Social Circle program reconnecting and re-enabling socially isolated clients in our community care programs.

We also created opportunities for students and people looking for work experience in practical areas of service delivery, such as administration and environmental services, as well as increasing the number of student placements for accredited learning in CertificateIIIinAgedCare.Inthelastyear,we experienced a 25 per cent increase in enquiries from both students and education providers.

Partnerships with purpose were a key focus areainthepastyearincludingGriffithUniversity Community Internship Program, Build and Create Work for the Dole Program, and the Gold Coast Community Service Workers Program at Lady Small Haven Aged Care Service.

Opening our doors to students, long-term unemployed and past offenders has valuable social and economic outcomes for our communities and participants. Active partnerships with other not-for-profitandnon-governmentorganisations,educational institutions and job service providers have increased by more than 200 per cent in relation to volunteering and will continue to grow as our reputation builds.

ProjectssuchasHandsAcrossTimehavelinked together our care services with local churches to work collaboratively with staff and volunteers to achieve outcomes; for example, the building of the community vegetable garden at the Coolamon community housing apartments located at the Churches of Christ Campus Bribie Island.

Our involvement in sourcing volunteers for events has tripled over the last year with volunteer representation at the Springwood Fostering Services Christmas Party and ChristmasLightsTours,theMitcheltonCampus Restaurant Nights, State Youth Games,HandsAcrossTimeprojectsandlocal service events and expos.


Number of volunteers by service area

Child, Youth and Family Care (Early Childhood and Child Protection) 11

Housing and Home Assist Secure 24

Retirement Living 55

Community Care 26

Residential Aged Care 722

Other services 60

Total 898


• A culture of continuous improvement was implemented to respond to the needs of our volunteers in real time.

• We re-developed and aligned policies and procedures with the Human Resources team to ensure volunteers have the same rights, responsibilities and support as the paid workforce.

• A strategy was implemented to position us as a preferred volunteer organisation; forexample,theGriffithCommunityInternship Program.

• We linked with local schools and provided a safe and professional environment for younger students involved in leadership programs looking to volunteer.

• A focus on Community and Business Development has seen the fostering and brokerage of ‘Partnerships with Purpose’ positioning intake streams for now and the future.

• Volunteers now have access to our Employee Assistance Program, the Above and Beyond Recognition Program and Excellence in Service Awards.

• More than 900 volunteers were recognised withgiftsandcertificatesofappreciationduring National Volunteer Week with local services holding celebrations to thank and honour their volunteers.

• An amount of $30,000 was invested in the Build and Create Work for the Dole Program to beautify services in Southport by Salvation Army Employment Plus.

Ourchallenges

• Our ability to effectively communicate with and manage the information for a growing volunteer workforce is a priority. Growth in both number of volunteers and program diversity comes with its own set of rewards and challenges.

• Volunteer retention. Whilst we have had a sustainable growth of more than 35 per cent, our inability to retain ongoing volunteers delayed additional growth. We know from sector experience and anecdotally, that the experience a volunteerhasintheirfirstthreedaysofvolunteering,significantlyimpactsonwhether they stay.

• Better understanding volunteer experience and motivators for volunteering needs to be coupled with significantculturalchangeacrossthe organisation. How we feel about volunteers impacts on how we engage with and treat volunteers.


• We aim to increase the number of active volunteers by a further 50 per cent.

• We will introduce a range of innovative volunteer programs and roles to better attract, engage and retain volunteers.

We recognise the vital role volunteers play and this year significant investment was made in the expansion of our volunteer programs.



HUMAN RESOURCES

Churches of Christ in Queensland endeavours to create a supportive and positive work environment for all staff so that we maintain a culture that best demonstrates Christ’s love amongst us and is evident in the care and service we provide to the community.

We strive to not only comply with regulatory requirements when supporting ouremployees,butwefirmlybelievethat progressive employee policies and procedures, industry competitive remuneration, professional development opportunities for advancement as well as a supportive and family-friendly work environment, all contribute to building an organisation where people want to belong and grow.

TheHumanResources(HR)teamworksclosely and collaboratively with the various business units to understand and help resolve key organisational and employee issues.Theteamiscommittedtobuildinga supportive and positive relationship with management, employees and the unions.

During the year we introduced an employee reward and recognition program to complement the Excellence in Service Awards and Years of Service Awards. Each month, employees and volunteers can be nominated and recognised by their colleagues for going above and beyond the normalrequirementsoftheirrole.Theprogram receives sponsorship from Eziway, Bupa, Hesta and Medibank. Since the program’s implementation in May 2014, we have congratulated 22 reward winners.

TheHRteamwassignificantlyinvolvedinthe transition of the Carramar Home from the Senior Citizens Association to Churches ofChristinQueensland.Theteamensuredthat a fair and thorough process was undertaken relating to the transition of staff through communication, on-site support and timely resolution of issues.


• Organisational staff turnover has decreased from 29.9 per cent in 2012-13, to 26.3 per cent in 2013-14.

• Thisyearwesawatotalreductionof28.6 per cent in recruitment costs with a total saving of $32,470. Additionally, recruitment advertisement requirements increased by 2.9 per cent.

• Theteamdeliveredapproximately100training and information sessions at sites throughout the organisation; 56 of these were for new staff in Community Care. TheimplementationoftheHRSupportDesk has seen improvements in our ability to capture and report on HR issues within the organisation. We can now use this information to ensure that the team proactively responds to trends, education and cultural issues.


We will:

• finaliseenterpriseagreementnegotiations

• undertake a project to review all position descriptions

• implement exit interview process

• implement eRecruitment software

• introduce succession planning initiatives across the organisation.

Almost 900 individuals volunteer with Churches of Christ in Queensland, generating more than 76,000 hours of service.


LEARNING AND DEVELOPMENT

TheLearningandDevelopmentunitprovidesprofessional learning outcomes through the design and delivery of quality training over a wide range of course topics, covering both mandatory requirements and career development opportunities.

A review was undertaken in February 2014 which indicated the need for a change of direction for the Learning and Development unit. A new group manager will manage the change process and work towards ensuring the Learning and Development unit providesanefficientandrelevantservicethatisflexibleandresponsivetomeettheneeds of the organisation.

We will embed Learning and Development programs into the organisation roll-out of compulsory and mandatory training requirements and the implementation of a learning management system.


• A total of 82 sessions of the Managing Me program was delivered to 1,115 aged care staff. Regular workshops will continue to be scheduled to capture new staff. Feedback from the program has been very positive and the success of the program may see it extend into other services.

• Staff in residential and community care have completed nationally recognised qualificationsutilisingfundingavailablethrough traineeships and Aged Care Workforce Vocational and Educational Training.Thefollowingshowstheoutcomeforthefinancialyear:

TraineeshipsfundingCertificateIIIinAged Care: 33 enrolments, 18 completed and two withdrawn

Aged Care Workforce Vocational andEducationalTrainingfundingCertificateIIIinAgedCare: 17 enrolments, 13 completions and four withdrawals

CertificateIIIinHome&CommunityCare: six enrolments and six completions

CertificateIVinAgedCare: six enrolments, four completions and two withdrawals.

• Aged care staff were offered, under Aged Care Workforce Vocational and EducationalTrainingfunding,theopportunity to complete skillsets in Dementia, Palliative Care and Basic Foot Care.

• Therewasongoingacceptanceofthedelivery of Face-to-Face Orientation by Learning and Development facilitators as a mandatory training component. New employees received a positive welcoming experience and information important to assist them to feel part of the organisation. A total of 65 sessions were conducted and 396staffattendedinthisfinancialyear.Theprogramcontinuestoberefinedandimproved in response to feedback and as part of ongoing continuous improvement within Learning and Development.

• ThroughtheDiplomaofManagementPilot Program, 14 staff are completing thequalificationbyattendingmonthlyworkshops.TheprogramisduetobefinalisedinSeptember2014andwillthenbe evaluated to determine future viability.

• In collaboration with Human Resources, an Organisational Values and Awareness of Bullying and Harassment in the workplace program has been developed and will be rolled out to the entire organisation.Thisisamajorprojectandwill commence in July 2014.

• Solutions 4 Learning Community Learning Program provided a variety of programs to assist disadvantaged clients to become workready.The39currentstudentsare due to complete their programs in September 2014.

• Forty members of staff have submitted expressions of interest to complete CertificateIIIorCertificateIVinAgedCareandCertificateIIIinHomeandCommunity Care under the Aged Care Workforce Vocational and Educational Trainingfundingprogram.ThistrainingwillbedeliveredbyOrionTrainingandPerformance Management, a partner RegisteredTrainingOrganisation.

• We provided Broadband for Seniors – a government funded program to provide access to computers, the internet and basic training for seniors to help build their confidenceusingthenewtechnology.

• A Facilitators Development Day workshop was attended by Learning and Development facilitators to update their qualificationstoincludethelanguage,literacy and numeracy module of CertificateIVofTrainingandAssessment.

• Leadership Development Program modules, which are facilitated by Australian College of Ministries, continued to be offered to managers.

• Mental Health First Aid was delivered to a number of services.

• ThroughtheOrganisationalDevelopmentFund, staff are currently being assisted to completeadiverserangeofqualificationsincluding Business, Law, Nursing, DevelopmentalTrauma,AgeingandPastoral Care, Community Services Coordination and Social Work.


• We aim to position Learning and Development as a customer-facing unit with a strong emphasis on learning and development outcomes.

• We will commence work on sourcing a software solution that will consistently and proactively manage learning data and programs.

Churches of Christ in Queensland endeavours to create a supportive and positive work environment for all staff so that we maintain a culture that best demonstrates Christ’s love amongst us and is evident in the care and service we provide to the community.



HOSPITALITY SERVICES

Thehospitalityservicesteamhasrecruiteda second person since transitioning from the Care Services Division to the Business SupportDivision.Thisenhancedtheabilityto provide hospitality consultancy to the Mission Division and to increase the level of consultancy for the Care Services Division.

Standardised menus and ordering processes have been developed for Residential Aged Care tocontributetothefinancialsustainabilityof these services. Food supplement contracts have been standardised to meet the national standards for dietetics and speech pathology.

Hotel services including catering, cleaning and laundry services are being offered to all residents on Churches of Christ Campuses onauser-paybasis.Thisprovidesaconvenient service for residents.

All Residential Aged Care sites are third party accredited for food safety as well as being fully licensed to provide food to vulnerable persons in accordance with the3.3.1FoodAct2006.Threechildcarecentres and the restaurant at the St James RetirementVillageinTownsvilleareaccredited food safe under the same law.


In 2013-14, we:

• worked with the three Residential Aged Care services in Victoria to successfully transition the contracted catering, cleaning and laundry services to in-house services.Thishasimprovedthedeliveryand quality of services to residents and has provided a saving in the order of $150,000 per year

• provided Carramar residents with a new food delivery system that caters for their preferences, individual dietary requirements and a variety that was not previously available to them

• developed a new kitchen design for Mitchelton Campus in preparation for licensing as an on-site catering venue

• saw relationship building with the local churches, resulting in several initiatives. Thisincludedtheprovisionoffreezersfor churches to enable them to store and distribute meals to those in need. Additional meals came from Residential Aged Care services that would have otherwise been wasted

• achievedsignificantreductioninchemicaluse for cleaning with the introduction of steam cleaning equipment

• built new laundry facilities at the Clive Burdeu Aged Care Service at Hillcrest and Betheden Aged Care Service in Melbourne to provide a better service for clients

• produced a new recipe card system for a national menu which incorporates therecipe,method,yield,difficultyandnutritional value of each item on our menu.

Ourchallenges

• Thehospitalityequipmenttendertookseveralmonthstonegotiate.Thisprocess has enabled service managers to accessadefinedequipmentlistthatwillsignificantlyenhancepurchasing.

• We planned and insourced a Victorian hospitality service which was a culmination of 12 month’s work.

Projects such as Hands Across Time have linked together our care services with local churches to work collaboratively with staff and volunteers to achieve outcomes.


Item 2012-13 2013-14 Change %

Fleet size 419 471 12.5%

Pool vehicles 154 180 16.9%

Packaged vehicles 151 155 2.7%

Total kilometres driven 9.23m kms 9.4m kms 1.84%

Fuel consumed 788,300 L 793,414 L .64%

Four cylinder vehicles percentage of fleet >95% 97% 2%

Fleet assets purchased 73 103 41.1%

Value of assets purchased $1.86m $2.57m 38.1%

Number of Fleet assets disposed 49 81 65.3%

Emissions (Fleet related)* 179 tonnes CO2/month

174 tonnes CO2/month -2.8%

Maintenance spend $414K $475K 14.7%

Fleet Savings $181K

PROCUREMENT AND FLEET

TheProcurementandFleetteamsupportsthe organisation through the negotiation and management of strategic contracts, procurement of equipment and management ofthevehiclefleet.

Theunitdevelopsanddeliversfleetandprocurementservicesinafinanciallysustainable way and works with suppliers to reduce risks and improve safety. Over the past year we have engaged in a range of negotiations with suppliers to deliver cost savings and process improvements.Theseincluded:

• replacing the Hewlett Packard agency arrangement managing the Microsoft licencing agreement with a new agreement moving the agency to Data#3 providing a saving over current Microsoft licence pricing and improving process

• employing an audit tender for the financialauditofannualaccounts

• an extension to the food delivery agreement for the Marana Gardens Aged Care Service resulting in an estimated saving of $44,000.

• all passenger vehicles other than Retirement Living operational vehicles and funded vehicles moving to “a cents per km” lease term (Band Costing Method), with Fleet takingresponsibilityforallfleetcosts

• Fleet moving away from individual vehicle purchases in favour of agreements with dealers in consultation with the manufacturers on a number of vehicles over time

• moving to the use of classes of vehicles ratherthanmake/modelidentifiers– this allows Fleet to pursue the best possiblevalue-for-money,fit-for-purposevehicles for the organisation.

We achieved a 2.8 per cent reduction in green house gas emissions, despite a 12.5 per cent increaseinfleetsize.


In 2013-14, we:

• implemented the vehicle cost allocation processes

• achieved over the target of $500,000 of savings per annum by generating over $750,000 in savings

• worked with our suppliers to provide better value for money outcomes

• implementedstrongerTravelPolicyandProcedures to help drive further savings in our growing travel spend

• continually upskilled our staff to ensure the team is up-to-date in the latest innovations in Procurement and Fleet industries

• implemented a new Purchase Order with terms and conditions that provide services with protection when purchasing low dollar, low risk items

• conducted a trial of janitorial purchasing for Child, Youth and Family Care with CompleteOfficeSupplieswhichwillcombine stationery and janitorial in the one order and will produce savings of up to 22 per cent.

Ourchallenges

• Theintroductionoftheprocesstoallocate vehicle charges back to the user departments has taken considerable time to implement, requiring Procurement and Fleet to engage with stakeholders across the organisation to develop and implement such a large change in approach.

• We will continue development of safety awareness to include driver training which will be implemented over the next 12 months.


We will:

• strengthen and build partnerships with our key suppliers to ensure value for money objectives are met

• review the driver safety program

• reviewthebusfleettodesignandimplement a bus replacement program

• review our current toll provider to analyse current expenditure and service levels.



INFORMATION GROUP

TheInformationGroupiscomposedofInformationTechnology,InformationServicesand Application Support operations.

TheInformationTechnologyteamprovidesan infrastructure and support system to assist staff to carry out their role with easytousesystemsanddevices.TheInformationTechnologyhelpdeskteamsupports 3,000 computer users at over 90 sitesacrossQueenslandandVictoria.Thehelpdesk receives more than 900 calls per month. Of these, 600 are technology related with the remaining 300 shared between Financial Services, Application Support, Communication and Marketing, andProcurementandFleet.Thedatacentreinfrastructure includes over 100 servers and more than 70 applications are maintained.

TheInformationServicesteamisresponsibleto source and implement software solutions alignedtothebusinessneeds.Therehasbeensignificantprojectworkundertakenduringthe year with implementations to occur in the2014-15year.Theprojectsinclude,butare not limited to, new software solutions for Community Care and Retirement Living, new clinical care software for Residential Aged Care, Asset Management software and a new software solution for Child, Youth and Family Care.

TheApplicationSupportteamprovidesthenecessary support to ensure the data and reportingintegrityofallfinancialsystems,aswell as process documentation and training tosupportthosesystems.ThechangesintheResidential Aged Care and Community Care businesses as a result of the Living Longer, LivingBetterlegislationhavehadasignificantimpact on the workload of the application support team.

Thisyearsawthecompletionofthefirstiteration of Enterprise Architecture and

theproductionofthefirsteditionofTechnologyandApplicationroadmaps.Theimplementationoftheseroadmapswill continue over the coming years with comprehensive reviews each year to ensure the roadmaps continue to be viable.


In 2013-14, we

• established the ‘Darrel Program’ to address software and systems requirements in the senior living space

• implemented an integrated helpdesk application that presents a single point of contact for the business requesting help from Support Services

• negotiated and signed a new three-year Microsoft Enterprise Agreement

• supported the implementation of a Consumer Directed Care interim solution to facilitate the piloting of new procedures and requirements for Community Care

• achievedsignificantdevelopmentofScorecard and Dashboard reporting for Residential Aged Care, Housing Services, and Child, Youth and Family Care.

• implemented a Mobile Device Management solution to protect high risk mobile assets.

Ourchallenges

• Withsignificantprojectworkplannedfor the next few years, we faced some challenges in recruiting appropriately skilled business analysts and project managers.

The Darrel Program (affectionately named after a retirement village resident) was formed in response to expected growth and ongoing business transformation in the Seniors Living space. The program’s vision is to ensure senior client services are supported by integrated business systems that appropriately, effectively and efficiently deliver the outcomes defined by our strategic goals.

The Darrel Program has evaluated ‘off-the-shelf’ solutions that will add value to our client focused services. These solutions have included applications for our mobile workforce who deliver care services to clients and their homes and our care team providing services to facility residents.

The Darrel Program is on track to deliver the first two projects in Community Care and Residential Aged Care.


Looking forward

We will:

• upgradethefinancialsystemtoDynamicsAX 2012

• roll out the scheduled replacement of old technology thin clients that are hampering our ability to deliver new technologies to services

• enter into a new three-year contract for the delivery of WAN services to all facilities.

PROJECT MANAGEMENT OFFICE

TheProjectManagementOfficeisresponsible for the governance of strategic projects.Theconsiderablenumberofprojects intended for delivery in the next fiveyearswillcostinexcessof$13million.


• ThenewsoftwaresolutionforChild,Youth and Family Care has been the firstprojecttoenterthedeliveryphase.Thisprojecthasrequiredahighlevelofcollaboration across business streams including Child, Youth and Family Care, Information Services and Procurement.

• The$13millionDarrelProgramcontainsa number of projects providing software solutions for the Seniors Living business streams and will require integration to enable information to seamlessly move through the organisation. Several of the projects will commence delivery in 2014-15butsignificantpreparatoryworkoccurredduringthisfinancialyear.

• Although the Aurion project was already initsdeliveryphasein2013,significantback of house work has generated an accurate workforce database that will benefitfutureprojects.

Ourchallenges

• Thequantumofprojectproposalshasprovided a challenge and required theProjectManagementOfficegroupto convene fortnightly to meet the organisationdemand.Theneedforadedicatedresourcehasbeenidentifiedand has been approved.


• Several major projects will commence delivery phase in the year ahead. ThesewillincludeaneweRecruitmentSystem, Learning Management System, Health and Safety Data System, Leave Automation, Accounts Payable Automation, Wireless Upgrade and Darrel Program projects including software solutions for Residential Aged Care, Community Care, and Retirement Living.



Information Group projects during the financial year

included software solutions for Child, Youth and Family

Care, Community Care and Retirement Living and

new clinical software for Residential Aged Care.


Desley Millwood Director

The Communications Division is responsible for the management of the corporate identity and branding for Churches of Christ in Queensland, key internal and external communications, marketing, fundraising, bequests, and events. The primary functions of the division are to support business objectives, manage reputation and raise the profile of the organisation in the various market segments in which we operate.

In the past financial year the Division’s communications and marketing teams have assisted in the accreditation process for the housing services and in the preparation of accreditation for a number of other service areas.

New government policies and funding arrangements have led to an increased need to manage content and production of all communications and marketing materials, particularly supporting the areas of community care and residential aged care. Numerous pieces of collateral, and even the language used to describe services, had tobeupdatedtoreflecttheshifttoclientdirected care. Generation in media interest in events, achievements and milestones resulted in positive outcomes for members, clients and staff across the organisation. Thisalsoresultedinincreasedawarenessofthe organisation and the care we provide for thousands of Queenslanders and Victorians.

A recruitment and retention marketing strategy was developed in consultation with theHumanResourcesteam.Thefirststageis the development of an Employee Value Propositiontoidentifythekeyinfluencesoncandidate attraction and employee retention.

ThesuccessoftheEmployeeValueProposition and employer branding will be assessed over a three-year period in conjunction with other recruitment and retention strategies. We will also track immediate and ongoing responses to recruitment advertising and quantity and quality of candidates.

TheEmployeeValuePropositionprocessreflectstheorganisation’scommitmentto our future direction in the growth and increased services to the community.

A volunteer marketing strategy was also developed to assist Volunteer Services to meet their recruitment and retention objectives.

InthisfinancialyeartheCommunicationsteam collaborated with the Volunteer Services Unit and created, produced and collatedmorethan900certificatesandletters for Volunteer Years of Service and volunteer recognition during the 25th anniversary of National Volunteers Week.

Volunteer Years of Service applies to all Churches of Christ in Queensland volunteers to acknowledge their length of service milestones within the organisation. Acertificate,pin,giftandcongratulatoryletterfromtheChiefExecutiveOfficeraresent to the local Volunteer Coordinators for distribution at planned celebratory events held during National Volunteers Week. Volunteers who have reached 20, 25 and 30+ year milestones and who are still actively volunteering for the organisation are also invitedtotheannualChiefExecutiveOfficer’sAwards Dinner held annually in November.

TheIntegratedCommunitiesModelDVDwas produced and includes a virtual tour of the Churches of Christ Campus at Mitchelton showing the different elements of the integrated community model. It also includes interviews with various residents – where they have been, where they are now, and the difference living on the campus has made in terms of their health, social isolation and beingpartofacommunity.TheDVDwaslaunched at Mitchelton during a morning tea event on 6 May 2014.

A community chaplains’ fundraising DVD was produced and launched at the Corporate Networking Breakfast on 8 May 2014.ThisDVDwasdevelopedtopromoteall fundraising activities for the chaplains’ fund including the 2014 Fundraising Dinner.

ThefirstTeamBriefforthefinancialyearwas presented in November 2013.

TeamBriefisaninternalcommunicationtool where organisationally important information is communicated to all staff members at all levels and in all services, to ensure everyone receives the same information at the same time.


We increased readership of Networking to 10,000 per edition, distributed 7,600 copies of Our Stories of 2013 and received a Silver Award in the Australasian Reporting Awards for the 2012-13 Annual Report.

OFFICIAL OPENINGS, CELEBRATIONS, EVENTS AND FORUMS

130thCelebrations

TheChurchfromthePaddock–AHistoryof Churches of Christ in Queensland 1883 – 2013 was launched as part of the celebrations at the 2013 Annual General Meeting.Thispublication,beautifullypresented and written by Geoff Risson and Craig Brown, tells the story of Churches of Christ in Queensland over the past 130 years.

Tocelebratethe130thanniversary,churches,headofficeandcareserviceswere encouraged to hold their own local celebrations. Celebrations included services holding a barbecue, morning tea or special luncheon with a birthday cake; a tree planting ceremony; and a time capsule. Photographs and document of these celebrations were included in the January

Gary Edwards, Ross Pelling and Dean Phelan pictured with Townsville City

Council Mayor Cr Jenny Hill at the official opening of the Churches of

Christ Campus in Townsville.

The Church from the Paddock – A History of Churches of Christ in

Queensland was launched during the 2013 Annual General Meeting.

edition of Our Stories and Networking and are now kept in our Historical Resource Centre as a record of how we in the Churches of Christ in Queensland family celebrated in 2013.

A special 130th celebratory pin was given as a souvenir gift to all staff, volunteers, residents, clientsandchurchmembers.Theseactivitiesalign with our strategy to increase awareness of our services and our history, and promote us as a progressive and respected Christian movement and care organisation. It also gave our staff, volunteers and church members a sense of being involved in an organisation that they should feel proud to be associated with and to feel they are part of a bigger picture where they are valued and recognised as part of the Churches of Christ in Queensland family.



The annual Celebrate weekend continued to gain momentum, with Celebrate 2013 held at

Brisbane City Hall.

Celebrate 2013

Churches of Christ in Queensland’s annual Celebrate weekend continued to gain momentum, with the second instalment going above and beyond any event the organisation has previously put together.

From 8 to 9 November, Brisbane City Hall was abuzz with worship, sharing and acknowledgement. Hundreds gathered from throughout Queensland and Melbourne, Victoria, to celebrate the amazing work churches and staff are doing to bring the light of Christ into communities.

Centrifuge Conference

Almost 100 Churches of Christ in Queensland staff, church leaders and members attended the Centrifuge Conference on Friday 8 November as part of Celebrate 2013 to engage in discussion about how to practically further our mission. Attendees also listened to the teaching of guest speaker Duncan Brown, who shared his experience in church leadershipandevaluatinghow/whatweare measuring.

Annual General Meeting

On Saturday 9 November, almost 150 people representingovertwothirdsoftheAffiliatedChurches of the Churches of Christ in Queensland came together for their 130th Annual General Meeting.

ThemeetingwasheldinthenewlyrestoredBrisbane City Hall, the same venue as many of the early conference meetings.

Themeetingvotedtoaccepttheorganisation’s 2012-13 Annual Report and TheChurchfromthePaddock–AHistoryof Churches of Christ in Queensland 1883-2013 history book was launched.

Awards Dinner

Festivities for the 130th year culminated at Celebrate 2013 with the highly-anticipated Awards Dinner on Saturday, 9 November.

More than 370 church representatives, staff and partners joined together in the beautiful main auditorium for a memorable evening of finefood,entertainmentandrecognition.

For award winners and special acknowledgement see pages 30 to 35.

Easterfest

While many people headed off for relaxing Easter weekend full of camping, sleeping and relaxing, tens of thousands of people madethetrektoToowoombaforEasterfest.Held on the Easter long weekend, Easterfest is full of music, creativity, fun and camping.

Continuing its successful association with the Easterfest, Churches of Christ in Queensland’s activities at this year’s event centred on the sponsorship of the café at the entrance to the venue.

TheinauguralSportzonearenawasthebighit in the café area with people wanting to experience a taste of the State Youth Games event that is held over the June long weekend.The‘biggames’includedfamilyfavourites such as table tennis, four in a row, Jenga, KerPlunk and checkers…but all on a bigscale!Theywereverypopularandusedconstantly from opening till closing each day.

Our Mission Division also had a strong presence in this area by serving at the café, not only offering food and drink, but also offering to pray with people and being available to talk.

The 2013 Care Dinner, held in August 2013 at Brisbane City Hall, was attended by over 350 guests and raised over $120,000 to support people at risk of homelessness.


At Easterfest in Toowoomba the inaugural Sportzone area was a hit with those wanting a taste of State Youth Games Queensland.

StateYouthGames

The2014StateYouthGames,heldfrom6to9 June, was without a doubt one of the best. Over 800 people participated in the event across16teams.TheGamesarespecificallydesigned for young people from churches, youth groups and other teams from across Queensland for a weekend of competitive fun and community, competing across numerous sports, from basketball to bocce, and volleyball to table sports.

Theteamscametogetherfourtimesoverthe weekend to hear the score tally, cheer on thewinnersandbechallengedtoreflectonaChristian message.

Corporate Networking Breakfasts

TheDecember2013CorporateNetworkingBreakfast was attended by 95 guests – the biggest attendance since the event began eight yearsago.OurChiefExecutiveOfficer,DeanPhelan, presented the highlights from our 2012-13 Annual Report and a copy of the report was given to all attendees. Director – Finance and Infrastructure,PeterCranna,presented“TheFinances” from the Annual Report.

TheMay2014breakfastwasheldatthe Royal International Convention Centre. OurChiefExecutiveOfficergaveaninformative presentation on Ageing Australia and how Churches of Christ in Queensland is working to support future market challenges.

Our Corporate Networking Breakfasts are a great opportunity for suppliers and key stakeholders to come together and share achievements and information about what is happening or what has been achieved in a particular service area or the organisation as a whole.

TownsvilleCampusOfficialOpening 19 November 2013

TheChurchesofChristCampusinTownsvillewasofficiallyopenedon19November by Cr Jenny Hill, Mayor of TownsvilleCityCouncil.ChiefExecutiveOfficer,DeanPhelan,spokeonhisvisionforintegratedservicesinTownsville.RossPelling, Senior Pastor – Leader Development, offered the prayer and dedication and JeanetteWyles,TraditionalElderoftheBindal People, offered the Welcome to Country. More than 100 residents, clients, staff and key stakeholders attended.

It was a wonderful opportunity to showcase ourservicesintheTownsvillecommunityand for guests to see the vision Churches of Christ in Queensland has for serving the people of north Queensland.

CunnamullaKindergartenOfficialOpening 28 November 2013

Although the air-conditioning broke down in40-degreeheat,theofficialopeningof the Cunnamulla Kindergarten was stillasuccess.TheHon.HowardHobbsrepresented Minister Langbroek and officiallyopenedthecentre.MayorLindsayGodfrey spoke on behalf of the Paroo Shire Council and Wendy McKellar offered the Welcome to Country on behalf of the Kunja People. Shane Matterson from Roma Church of Christ minister travelled to Cunnamulla to offer the prayer and dedication.



GracehavenAgedCareServiceBundaberg Dedication Service Saturday29March2014

TheGracehavenAgedCareServiceDedicationService was held in Bundaberg on Saturday, 29March.HighleveldignitariesincludedTheHon. Jack Dempsey MP, Minister for Police, Fire and Emergency Services and Member for Bundaberg; Councillor Ross Summerfeld; andExecutiveTeammembersDeanPhelan,Gerry Weatherall and Residential Aged Care General Manager Bryan Mason. Both the Minister and Councillor spoke very highly of our contribution to the Bundaberg community and how Gracehaven has a highly respected reputation in Bundaberg. Uncle Merv, theTraditionalElder,offeredaWelcometo Country and a wonderful song. Gerry Weatherall offered the prayer and dedication.

Carramar Aged Care Service StanthorpeDedicationService 2 May 2014

TheCarramarDedicationServicewasheldon 2 May in Stanthorpe. Southern Downs Mayor, Cr Peter Blundell, and members of the Carramar board were present. Ann Bourke, Carramar Service Manager, emceed the event; Mayor Blundell, Dean Phelan, ChiefExecutiveOfficer,andBroughWarrenspoke;andTimMcMenamin,SeniorPastor– Strategic Mission Development offered the prayer and dedication. Over 80 people attended and enjoyed lunch provided by the Carramar hospitality staff.


• We received a Silver Award in the Australasian Reporting Awards for our 2012-13AnnualReport.Thisreporthighlights the great work performed throughout the organisation and the award demonstrates the quality work produced by the Communications Division.

• TheChurchesofChristinQueensland2012-13 Annual Report received a Gold Award in the 2013 Printing Industry Craft Awards. Print production was by Cornerstone Press.

• Readership of Networking, across both print and online editions, increased to 10,000. Churches of Christ in Queensland’sflagshippublicationNetworking now features a greater mix of stories from across the organisation.

• TheChurchfromThePaddock–Ahistory of Churches of Christ in Queensland 1883 – 2013 was successfully launched with positive feedback received. Launched at Celebrate 2013 in November,

this high quality publication continues to attract interest and sales while showcasing our history.

• ThethirdeditionofOurStorieswaspublished and built on the positive receptionofthefirsttwoannualpublications. We distributed 7,600 copies to churches, services and stakeholders in early 2014 and featured some of the most popular stories from the previous year’s editions of Networking.

• Relationships with media in Queensland and Victoria, in both metro and regional areas, continued to be cultivated, with a number of regular articles running in newspapers and magazines. Coverage in print was consistent, while appearances in broadcast media increased as a result of proactive media generating activity.

• We successfully planned and managed the communications and media surrounding acquisitions of Carramar Aged Care Service in Stanthorpe, Bongaree Caravan Park on Bribie Island and Westside Christian College Kindergarten in Goodna. Communications were also managed regarding the closure of the TimeforKidsserviceontheGoldCoast.

• Thelookandtoneofwomen’sministrymagazine ConXion was refreshed and we took a larger role in the production of this publication. We currently print 1,500 copies and distribute to churches and other key groups and indivisuals.

• We continued to support the organisation’s future developments and projects with strategies and advice including the soon to be constructed Churches of Christ Campus at Kenmore.

• TheestablishmentoftheHistoricalResource Centre continued with the bulk of the collection now stored correctly. Environmental and air quality now meets standards for archival record quality.

• We supported the biennial National Youth Ministry Convention which attracts over 700 youth workers from across Australia. We supported this event through sponsorship and assistance with audio, lighting and video production over the 4 days.

• We were involved in key management and organisational activities for the IGA Lord Mayor’s Carols in the City in 2013 providing expertise with key staff and volunteers.

A number of openings, launches and events were held throughout Queensland and Victoria this financial year.



In 2014-15, we will:

• develop and implement an extensive digital communications and marketing plan for Churches of Christ in Queensland and all core services

• assist in the roll-out of communications to guide clients and staff through consumer directed care

• manage the production of the second editionofTheChurchfromthePaddock– A history of Churches of Christ in Queensland 1883 – 2013.

Ourchallenges

• Evolving regulatory and funding environments for the services we provide requires the division to keep ahead of these changes and engage with services to ensure needs are met.

• Further fragmentation of the traditional media landscape, including the reduction of staff in newsrooms, means it will become even more challenging to have media cover smaller stories.

• TheHistoricalResourceCentreisevolving from a collection of historical itemstoanarchivalcentre.Thisshiftbrings a number of challenges including how to catalogue, and what to keep or acquire. Work is being undertaken to establish policy and procedures which will guide the centre into the future.

FUNDRAISING AND DONATIONS

TheFundraisingUnitisresponsibleforthemanagement of all fundraising strategies for Churches of Christ in Queensland, in line with ourmissionandstrategicgoals.Thedonationsand support received from our donors, corporate partners, bequests, and trusts and foundations are used to fund activities that complement our core services and achieve greater outcomes for people in need.

Our goal of creating income through fundraising and donations to support service delivery has focused largely on building our bequest and philanthropic grants areas. We have reached the point where they canoffersignificantassistanceacrosstheorganisationandincreaseourprofileasacharityofchoice.Tosupportthisactivity,a Bequest and Major Gift Manager was recruited and several other activities were implemented to identify and communicate with our donors on a more personal level.

Over 800 people from 16 different teams participated in State Youth Games 2014.

Overall fundraising has been successful this year, with increased income from philanthropic grants and bequests strengthening our position in these areas.


• Thedivisionwasalsoinvolvedinsecuringfunds to assist with the operations of ‘TheWell’–anon-denominational‘carecentre’ initiated by Churches of Christ at Sanctuary Park to assist those attending Nambour Hospital.

• Fundraising income increased by 22 per cent to over $700,000 this year.

• We secured a grant totalling over $426,140 to be paid across multiple years to support the Solutions 4 Learning program. Without this funding the program faced closure.

• The2013CareDinner,heldinAugust2013at Brisbane City Hall, was attended by over 350 guests and raised over $120,000 to support people at risk of homelessness.

Overall Income over five years

800,000

600,000

400,000

200,000

009-10 10-11 11-12 12-13 13-14




• In the year ahead, we will develop an overall fundraising strategy and plan to support organisational change and growth in mission and care service delivery.

Ourchallenges

• In the year ahead we are tasked with the responsibility to raise funds for our mission area which largely is unfunded andinneedofsignificantassistance.

• Growing our supporter base through planned donor acquisition programs, our corporate partners and the ongoing development of our relationships with philanthropic funding bodes.

Donors $500 to $1000

Kathy Bassingthwaite

Peter Cranna

Steven Davenport

John Deicke

Phillipa Donelly

Jenny Fenwick

William Hartigan

Vanessa Miller

Warren and Robyn Murray

Warren Murray

Paul Paxton-Hall

Henry Richters

Jill Smith

Ted Sorensen

John Taylor

Trevor Wilder

Penny Wright

Burstows Funeral Care

Fox & Thomas Solicitors

Gold Coast City Council

John Gaskell Planning Consultants

Lakeshore Community Church of Christ

Moreton Bay Regional Council

The Nazarene

World Day of Prayer Committee

Donors over $1000 & Regular Donors

Antony Braden

Janice Brown

Kym Courtenay

GJ & ME Harrison

Anne Hranbanek

Tracey Hurst

Desley Millwood

Kim Noronah

Bill Ott

Dean and Janette Phelan

Greg and Wendy Runge

Margaret Ryan

Chris Scamp

Randall Scamp

Ebb Sorensen

Lindsay Stokes

Margaret Yap

Beaudesert and District Restored Auto Club

Busy Fingers Fundraisers Inc

Boonah Rodeo Association Inc

Bribie- Moreton Bay Hospice Services Inc

Charles Porter and Sons

Chinchilla RSL Memorial Club

Ipswich City Council

Lions Club of Chinchilla

QCWA Condamine Valley Warwick Branch

Bequests received

Estate of Amount

Frederick Adams $32,337.93

Olive Ashcroft $40,000.00

Olive Iris Burdeu $4,395.91 In perpetuity

Clifford Willis Brown and Gyda Berth Brown Charitable Fund $3,777.76 In perpetuity

Amanda E Clancy $28,951.82

Marjoire Geeves $2,083.31 In perpetuity

Dulcie Surtees $42,900.00

Thomas Lenoard Thomas $4,600.00

Grants received

Granting organisation Amount

Foster and Kinship Care Week – PeakCare Queensland $1,000.00



Telstra Kids – Telstra Foundation $1,200.00

Department of Education, Training and Employment $298,298.00 (first payment of approved

grant for $426,140)

The Trust Company $27,000.00

Brisbane City Council Community Development Fund $7,700.00


At the opening of the Churches of Christ Campus in Townsville are local residents

with Gary Edwards and David Swain.

Churches of Christ Care St James Retirement Village celebrates 130 years of Churches of Christ in Queensland.

Donors over $1000 & Regular Donors

Antony Braden

Janice Brown

Kym Courtenay

GJ & ME Harrison

Anne Hranbanek

Tracey Hurst

Desley Millwood

Kim Noronah

Bill Ott

Dean and Janette Phelan

Greg and Wendy Runge

Margaret Ryan

Chris Scamp

Randall Scamp

Ebb Sorensen

Lindsay Stokes

Margaret Yap

Beaudesert and District Restored Auto Club

Busy Fingers Fundraisers Inc

Boonah Rodeo Association Inc

Bribie- Moreton Bay Hospice Services Inc

Charles Porter and Sons

Chinchilla RSL Memorial Club

Ipswich City Council

Lions Club of Chinchilla

QCWA Condamine Valley Warwick Branch

Bequests received

Estate of Amount

Frederick Adams $32,337.93

Olive Ashcroft $40,000.00

Olive Iris Burdeu $4,395.91 In perpetuity

Clifford Willis Brown and Gyda Berth Brown Charitable Fund $3,777.76 In perpetuity

Amanda E Clancy $28,951.82

Marjoire Geeves $2,083.31 In perpetuity

Dulcie Surtees $42,900.00

Thomas Lenoard Thomas $4,600.00

Grants received

Granting organisation Amount




Telstra Kids – Telstra Foundation $1,200.00

Department of Education, Training and Employment $298,298.00 (first payment of approved

grant for $426,140)

The Trust Company $27,000.00

Brisbane City Council Community Development Fund $7,700.00

Othergrantsreceivedinclude:

• Kallangur Long Day Care has received two grants over the last year:

State Government Enhancement Grant of $5,000

TelstraKidsFund$1,200tohelpestablish a “Growing Healthy Program”.

• Southport Long Day Care received a State Government Community Engagement Grantof$1,650.Thiswasusedtosupportdiversity and inclusive practices at the service by purchasing additional aboriginal resources.

• Hawthorne Kindergarten received a State Government Disability Support Funding of $6,000 to assist a child with a disability to be able to participate fully in the program.

• St George Mobile Service received a Commonwealth Government One-Off Budget Based Funding of $15,000 to purchase additional resources for the service,fitoutthevehicle,andprovideadditional training for the staff.

• North Buderim received a State Government Community Engagement Grant of $1,500 used to support the creation of a bush tucker garden in conjunction with the local indigenous group.

2013 Care Dinner Table Sponsors

Ansvar

Ashdale Workplace Solutions

Bidvest

Bligh-Tanner

BRB Modular

Brennan IT

Caddy Storage

Complete Office Supplies (COS)

Edwards Property

Fulton Trotter

Konica Minolta

KPMG

Minter Ellison Lawyers

Opus International Consultants

Ryall Smyth Architects

Telstra/Fonezone

Tract

Trevor Roberts

2013 Care Dinner Sponsors

Company Level

Direct Marketing Success Direct Marketing Services Co-Platinum

GrafeX Print, Signs, Flags Co- Platinum

CPC Production Services Event production Gold

Ashburner Francis Consulting Engineers Engineers Silver

Programmed Property, Maintenance and Staff Services Silver

Fire Service Professionals Fire Safety Silver

ThomsonAdsett Architecture and Urban Design Silver

Bunzl Australasia Non-food distribution group Bronze

Tunstall Healthcare Telehealthcare solutions Bronze

Paxton-Hall Lawyers Lawyers Bronze

Deicke Richards Architects and Urban Design Bronze

Wilder Constructions Construction and Building Bronze

Subaru Australia Automotive Bronze

Merrin and Cranston Architects Bronze



Thanks to our donors, supporters and funding bodies for their donations and gifts in kind. Without this financial support we would not be able to continue to provide assistance to people in need.

GOVERNMENT SUPPORT

Theongoingsupportwereceivefrom key federal, state and local government representatives and indigenous representatives is greatly appreciated. We would like to thank those with whom Churches of Christ in Queensland has had a close association this year.

Table tennis is just one of the many games at State Youth Games enjoyed by participants as they come together through sport and community.

State government representatives

• TheHon.CampbellNewman, Premier of Queensland

• TheHon.AndrewPowell, Minister for Environment Heritage Protection

• TheHon.TimManderMP, Minister for Housing and Public Works and Member for Everton

• TheHon.HowardHobbsMP, State Member for Warrego

• TheHon.JackDempseyMP, Minister for Police, Fire and Emergency Services and Member for Bundaberg

• TheHon.TraceyDavisMP, Minister for Communities, Child Safety and Disability Services

• TheHon.John-PaulLangbroekMP,Minister for Education, TrainingandEmployment

• TheHon.LawrenceSpringborgMP,Minister for Health

• TarnyaSmithMP, Assistant Minister for Child Safety

• Lisa France MP, State Member Pumicestone

• Sean Choat MP, State Member for Ipswich West

• Ian Berry MP, State Member for Ipswich

• Neil Castles, Director-General Department of Housing and Public Works.

• Michael Hogan, Director-General Department of Communities, Child Safety and Disability Services

Federal government representatives

• Wyatt Roy MP, Federal Member for Longman

• Jane Prentice MP, Federal Member for Ryan

• Shayne Neumann MP, Member for Blair

Local government representatives

• Lord Mayor Graham Quirk, Brisbane City Council

• Deputy Mayor Adrian Schrinner, Brisbane City Council

• Cr Paul Pisasale, Mayor, Ipswich City Council

• CrTomTate,Mayor, Gold Coast City Council

• Cr Barry Muir, Mayor, Blackall-TamboRegionalCouncil

• Cr Mal Forman, Mayor, Bundaberg Regional Council

• Cr Lindsay Godfrey, Mayor, Paroo Shire Council

• Cr Jenny Hill, Mayor, TownsvilleCityCouncil

• Cr Steven Jones, Mayor, Lockyer Valley Regional Council

• Cr Donna Stewart, Mayor, Balonne Shire Council

• Cr Lindsay Godfrey, Mayor, Paroo Shire Council

• Cr Peter Blundell, Mayor, Southern Downs Regional Council

• Cr Victor Attwood, Deputy Mayor, Ipswich City Council

• Cr Ross Summerfeld, Bundaberg Regional Council

• Cr Shayne Sutton, Brisbane City Council

• Cr Andrew Wines, Brisbane City Council

• Cr Gary Parsons, Moreton Bay Regional Council

• Cr Peter Cox, Sunshine Coast Regional Council

• Cr Lex Bell, Gold Coast City Council

• Cr Andrew Antoniolli, Ipswich City Council

• Cr Heather Morrow, Ipswich City Council

• Cr David Morrison, Ipswich City Council

• Cr Bruce Casos, Ipswich City Council

Indigenous representatives

• Jeanette Wyles, TraditionalElderoftheBindalPeople

• Wendy McKellar, TraditionalElderoftheKunjapeople

• Uncle Merv, TraditionalElderofthe Gooreng Gooreng People.



In everything, do to others what you would have them do to you, for this sums up the Law and the Prophets. Matthew 7:12 NIV


FINANCE AND INFRASTRUCTURE DIVISION

Peter CrannaDirector

The Finance and Infrastructure Division supports services through its various departments including Business Strategy, Financial Services, Insurance Services, Property and Development, and the Centenary Development Foundation. Its primary focus is to provide wise stewardship of financial and non-financial assets. Various unit reports following highlight our key achievements and highlights of the year.

In 2013, Churches of Christ in Queensland joined the Churches of Christ National Insurance program which is administered byChurchesofChristVic/TasthroughtheirPropertiesCorporation.Thishasresultedin lower premium increases in a rising market than would have been achieved if we continued seeking insurance on a stand alone basis.

TheacquisitionoftheCarramaragedcarefacility gave us a new insight into such acquisitions which culminated in producing an Acquisition Information Manual to be used as a template for future acquisitions. Although the acquisition impacted on every aspect of our department, the process was successful in its execution and better prepared us for future acquisitions.

We are moving towards a ‘paperless process’. In the future, our 63,000 creditor invoices processed each year need to be inputted into an online approval, payment and archiving process. Our leave applications numbering in excess of 40,000 paper forms per year should be a seamless online application, approval and payment process.

Reporting the changes in legislation, government funding, organisational structure and software applications are now in a constant state of play and our associated reporting and analytical ability must be across these changes to add value to the business decision processes of service areas.

Themovementawayfromtraditionalmonthlyprofitandlosspreparationanditscomparison to an annual static budget to the use of quarterly forecasting and dashboard results of key performance indicators, is asignificantparadigmshift.Weareina

hybrid situation at the moment with both systems in operation as we transition, and still have challenges in identifying the ‘best’ mix of information reporting.

Our organisational reporting is supported by business intelligence tools that are not available across all our business systems. Therefore,ourabilitytoimprovereportingfor all areas is constrained, and the variety of systems involved compromises our ability to reducewasteandinefficiency.

Theintroductionoffinancialforecastingincludestheidentificationofbusinessperformance indicators and dealing with the change management aspects for those closely aligned with annual budgeting.

In the Property and Development area the 2013-14 year has been a transition year from the delivery of major construction works in the community housing program to the planning and design for the next phase of construction focused on the redevelopment of several of our major service facilities.

Actual capital expenditure for the year was $8.7 million down from $18.5 million the previousfinancialyear.StaffareinvolvedinfiveStrategicActionLeadershipTeamsthroughout the state, contributing to the guidance of mission activities at the Sunshine Coast, Gold Coast, Redlands, ScenicRimandTownsville.

In May 2013, Centenary Development Foundation funded the purchase of the Cloncurry Gidgee Inn Motel as a business venture to increase our investment returns. TheGidgeeInnisa40-bedmotel,90-seatrestaurant and conference facility.

INSURANCE SERVICES

Insurance Services is responsible for ensuring all Churches of Christ in Queensland properties and activities are adequately protected through the provision of insurance cover.

Insurance Services is able to provide the necessary cover at reasonable rates through the purchase of one bulk policy for each class of business; for example, one Public Liability policy for all Churches ofChristinQueensland.Thepremiumis

A farewell to Heidi Bambling as she departs on maternity leave. Back row left to right: Trish Lyons, Michelle Roberts, Johanna Chin, Carol Lyngstad and Don Mansfield. Front Row: Heidi Bambling.


Staff employed 2013-14

Mission Division 46

Care Services Division total number of staff 3,077

Child, Youth and Family Care 569

Housing Services 34

Retirement Living 40

Community Care 240

Residential Aged Care 2,191

Other 3

Executive Services and Strategic Project Management 7

Secretariat 2

Assurance Services Division 13

Business Support Division 65

Communications Division 19

Finance and Infrastructure Division 52

Total number of staff employed 3,281

During the year the organisation restructured and a new Business Support Division was set up to include Volunteer Services, Human Resources, Hospitality, Procurement and Fleet, and InformationServices.Thestaffingnumbersreflectthesechangesinthetableabove.

The Central Business Support Unit entertained the State Office with a line dancing performance at Christmas. Left to right: Rachel Bremner, Ngaire Connoly-Hintz, Don

Mansfield, Madeline Blaik, Tammy Stanton, Karen Blaik, Gladys Mair and Anna Ward.

then equitably divided between all of the respective entities that are part of the bulk purchase arrangement.


• Therewasasignificantreductioninmotor vehicle premiums.

• We introduced a Corporate Business TravelPolicyforstaffandvolunteers.

• Webenefitedagainthisyearfrommembership of Churches of Christ’s national insurance scheme with the negotiation of reduced premium increases compared to the broader market.


In the year ahead we will:

• continue to align our practices with the practices of the National Insurance program

• build relationships with the broker and insurer to ensure they are well educatedastothespecificneedsof the Queensland operations

• in a softer market, negotiate better terms, including the removal or reduction of restrictions that were placed on us during pastyearsoffloodsandotherdisasters

• streamline the internal reporting and provision of information to the internal business to increase the understanding of the insurance coverage

• reviewthevaluesofasignificantproportion of the property portfolio to ensure appropriate coverage exists.

FINANCIAL SERVICES

TheFinancedepartmentisresponsibleforfinanceandproperty-relatedfunctionssupporting the missional activities of Churches of Christ in Queensland. We also manage activities related to legislation and regulation, government funding, governance policies and compliance requirements, software applications and the delivery of our fifthstrategicgoal–operatingandgrowinginafinanciallysustainableway.


• Wereportedonthefinancialperformanceof over 400 separate operational reporting entities each month.

• We provided 160 funding acquittals to government agencies.

• As at 30 June 2014, we had 3,281 current employees, and throughout the year payroll processed 775 terminations and 798 commencements; 140 new staff were also added from the Carramar aged care facility acquisition.

• We processed 62,587 creditor invoices and 27,510 transactions through our main operating bank account.

• We created and supported detailed reporting for Strategic Projects.

• We provided the supporting data for the registration of the organisation within

the National Regulatory System for our community housing services.

• A new charging methodology to services for the use of motor vehicles and information technology was introduced.

• We assisted in the costing of new Enterprise Agreements.

• We determined accounting processes for the new mission services of Men’s Shed and Access Place Counselling.

• We were involved in the development and testing of accounting for the Home


FINANCE & INFRASTRUCTURE DIVISION

Care Package funding changes and the preparation for the Aged Care “Living Longer, Living Better” government reforms.

Ourchallenges

• With the challenge of continual change, and amovetotemporaryofficesthatphysicallyseparated our functional areas, there is the threat of losing our cultural cohesiveness asafinancialgroup.



• restructure the division to provide a suitable platform for growth and the ability to effectively react to the needs of a changing organisation

• proceed with process changes particularly in the areas of minimising the hard copy paper trail and eliminating redundant reporting and practices

• continue professional development and training as we place greater importance on our management accounting and advisory roles.

STRATEGY UNIT

TheStrategyUnitprovidesafocalpointforthe organisation when considering matters ofstrategicsignificance.Themainpurposefor the Strategy Unit is to promote strategic alignment across the organisation, and to shape and guide strategic planning and reporting processes.


In 2013-14, we:

• detailedmodellingofnewfinancing in response to residential aged care reforms, and assisted with pricing of community care services in response to consumer choice

• analysedanddevelopedfinancialmodelsto support pricing decisions within the residential aged care business stream, and supported the residential aged care business intelligence dashboard delivery

• continued the development of a long-termcashflowmodeltosupport the Board’s decision regarding long-term debtcapacityandtoassistwithprofilingour capital development plans

• produced an annual forecast for 2014-15 based on key business drivers, which laid the foundations for future rolling forecasts

• contributed to the development of the organisation’s social enterprise plans

• significantlycontributedtothe housing consortium tender for the Living Logan initiative

• preparedfinancialmodellingandanalysis for the successful Acacia Ridge community housing grant and Bongaree caravan park acquisition proposals

• managed the Human Resource Information System project.

Ourchallenges

• Thedevelopmentofourlong-termfinancialmodelsreliesheavilyonpropertydevelopment information processes. Theseprocessesrequiredsignificantreview and we continue to improve accuracy and timeliness.



• upgradelong-termfinancialmodellingtools in order to accurately assess long-termfinancialperformanceinreadinessfor acquiring external debt funding

• promote and support business forecasting to assist with the focus on key business drivers and to research appropriate delivery mechanisms

• improveefficiencyandeffectiveness of business intelligence output

• support the development of social impact and outcome measurement

• finalisethelong-termfinancialmodellingtools and prepare a debt tendering information pack that supports the business need to source reliable economic funding to execute our capital plans

• introduce outcome measurement initiatives into our business in order to meet stakeholder expectations on service delivery.

CENTENARY DEVELOPMENT FOUNDATION

Centenary Development Foundation (CDF) operates under the “Religious and CharitableDevelopmentFund”.Allprofitsthat are generated by the money invested with CDF (both individuals and churches) go towards the running costs of the Mission Division.

TheMinisters’andEmployees’BenefitsScheme (MEBS) continues to grow and is building a strong relationship with Churches of Christ ministers and employees.

SinceJune2007,CDF'sclientbase(comprised of all investors – Churches of Christ Care, churches and individuals) and funds under management, have changed as shown in the graphs below.

Client Base Funds Under Management ($m)

2010 2011 2012 2013 2014

1009080706050403020100

Client Base Number of Clients

2010 2011 2012 2013 2014

900800700600500400300200100

0



• TheGidgeeInnMoteltookontheoperation of a Europcar agency with a boothattheairport.Thereare15carsinthefleet,withsevencarsbookedoutforthree to six months a time.

• Client Base Funds under management over theyearhavereturnedaprofitmarginof1.61percent.Thispercentagehasreducedover the past two years due to the lower interest rates being offered by the banks.

Ourchallenges

• CDF operates under “Religious Charitable Development Fund” Banking Act exemption.Thegoverningbodythatoversees the “Religious and Charitable Development Fund”, APRA, is currently reviewingthisexemption.Thependingchanges to this exemption will have an effect on just how the Foundation can operate and invest our clients’ money. ThechallengewillbehowCDFcaninvestmoneytoretaintheprofitmarginthatisrequired to fund the Mission Division.

PROPERTY AND DEVELOPMENT

ThepurposeofthePropertyandDevelopment Unit is to optimise the alignment of the property assets with the operational needs of the organisation. Ourgoalistoprovideefficient,functionaland quality built environments to all users to facilitate service, mission and community integration.

TheUnitisresponsiblefor:

• Property and Portfolio Management

• Development Management and Construction

• Building Management and Maintenance.


In 2013-14, we:

• prepared Environmental Sustainability guidelines which will be used to select environmental initiatives that provide mostpositivecost/benefitsforclients

• installed a Solar Hybrid system at Warrawee Aged Care Service in St George to reduce peak power demands

• performed a $3.3 million upgrade of our Gracehaven Residential Aged CareService.Thisinvolvedtheaddition of eight places and substantial improvements to the administration area, kitchen and laundry

• analysed the long-term options for provisionofheadofficefacilitiesandobtained the development approval for the new Churches of Christ Campus at Kenmore.

• achieved statutory planning changes to support the integrated community vision for the Little Mountain (Caloundra) site

• successfully delivered a 33-lot residential subdivision with 90 per cent of the lots pre-sold before completion at Meringandan(north-westofToowoomba)

• extended the Cunnamulla Early Childhood Centre to add 22 new kindergarten places with $1.2 million grant funding

• completed the master planning for the redevelopment of our Gold Coast residential aged care facilities – Lady Small Haven, Golden Age Retirement VillageandMaranaGardens.Thisisacomplex multi-stage project that will see the full redevelopment of these sites over the next 10 to 15 years

• oversaw the transition of trusteeship of Injune Residential Aged Care facility back to the local community organisation

• contributed $250,000 to the state government initiative for the installation ofaleveebankatStGeorgetofloodproofour Warrawee Aged Care Service

• in conjunction with the Strategy Unit, prepared and compiled several scenarios andfinancialdataforthedeliveryofthecapital development program over the next 10 years

• saw a slight reduction in Capex spending on building maintenance and upgrade from $4,356,920 in 2012-13 to $3,839,651 in 2013-14.

Centenary Development Foundation Funds Under Management ($m)

2010 2011 2012 2013 2014

120

100

80

60

40

20

0

Ministers' and Employees' Benefits Scheme Benefit Funds ($m)

2010 2011 2012 2013 2014

8

7

6

5

4

3

2

1

0


FINANCE & INFRASTRUCTURE DIVISION

KENMORE SITE REDEVELOPMENT

In 2013-14, we:

• converted two of the vacated tenancy areasontheKenmoresiteintoofficeaccommodation

• constructed a temporary car park accommodating 80 cars

• coordinated the movement of 94 staff from buildings marked to be demolished

• moved 26 tenants housed in 12 accommodation units off the site

• employed a change manager to work with staff to ensure they are well prepared for the changes in the working environment.

Ourchallenges

• Changes in the Building Services Regulationsinrelationtofireservicecompliance have necessitated undertaking numerousupgradestosmokeandfireequipment in many of our facilities. Thishasinvolvedtheenactmentofseveralinnovative and cost saving approaches.

• The10-yearcashflow–todeliverasmuchof the required capital works needed by the organisation within the limit of its financialresources.



• commence construction of the Churches of Christ Campus at Kenmore

• undertake construction at Bribie Island Residential Aged Care to add 15 additional places including specialist palliative and bariatric services

• progress with development of over 250 new or replacement Residential Aged Care places at several of our major facilities

• progress the master-planning and delivery of additional retirement village stock

• progress the Community Centre at Little Mountain and further non-capital community development initiatives

• finalisethedisposalofseveralsurplusassets

• continue with the value adding and ongoing subdivision of the Meringandan site

• commence planning and possibly construction works on the Queensland Government funded ($9.2 million) community housing project at our existing site at Acacia Ridge.

It has been humbling to see such a dedicated groupofpeopleinthebackofficegetonwiththe job that contributes to great outcomes for manycommunities.Thankstoall.

In May 2014, all the staff of Property and Development team participated in the first stage of the planting of the environmental revegetation corridor on the Little Mountain, Caloundra site.

Staff worked alongside volunteers, students and staff from the adjacent Meridan State College, Dicky Beach Church of Christ, Currimundi Catchment Care Group and other interested community members in the planting of seedlings in the 1000m2 corridor. This area had been recently cleared of invasive hoop pines to be replaced by a variety of native species to support local fauna.

Artist impressions of the new Churches of Christ Campus at Kenmore which will commence construction in 2014.

The Property and Development team prepare the time capsule for the Little Mountain site.


FINANCIAL OVERVIEWtrends and results that identify our capacity to move forward with our planning.

Last year was one primarily of transition andpreparation.Thefocusonpreparingfor legislative changes in residential aged care with the Living Longer Living Better initiatives and community care with the Consumer Directed Care initiatives, have been a prime focus.

TheacquisitionoftheCarramarAgedCarefacilitywasasignificanteventbothstrategicallyandfinanciallywiththeintegration into our business.

Thisyearwefurthercontinuedourcommitment to focus on controlling our labour costs and optimising revenue resulting in the operational revenue increase exceeding labour cost increases.

Our strategic unit and Strategic Action LeadershipTeamshavebeeninoperationfor over a year and evidence of their planning and response to our need for the continuous evolvement of our processes around business planning, reporting and cash forecasting are showingtangiblebenefits.

Whilst the Australian economy remained strong in global terms experiencing its twenty third consecutive year of growth in GDP, the continued low interest rates impacted our interest earned notwithstanding our increased level of cash held.Thepositivesideoftheselowinterestrates is that we are to be soon on the verge ofbeinginadebtfinancingsituationasweembark on a phase of capital investment and the forecasted continued low interest rates willhaveasignificanteffect.

Theonlysectorspecificinformationgeneratedwithinthefinancialstatements(Note 32) relates to residential aged care services and this is generated to satisfy the requirements of the Department of Health and Ageing.

Asinrecentyears,thesefinancialstatementsrepresent a single point of truth regarding ChurchesofChristinQueensland’sfinancialperformanceandposition.Theunified

purpose of the organisation has been cementedforsometimeandthesefinancialstatements apply consistent policies, including compliance with Australian Accounting Standards, across all divisions and subsidiary companies.

Thefollowingcommentaryisdividedintosections which correspond to the major financialstatementsonpages98to118ofthereport; those statements include:

• consolidatedstatementofprofitor loss and other comprehensive income

• individuallysignificantitems–those itemsnotedinthestatementofprofitorloss and other comprehensive income highlighted due to their impact on the surplus for the year

• consolidatedstatementoffinancialposition

• consolidatedstatementofcashflows.

Other points to note:

• TransactionswithinChurchesofChristinQueensland (such as transactions between Centenary Development Foundation, part of the Non Public Benevolent Institution entity, and the Public Benevolent Institution, Churches of Christ Care) have been netted off so the transactions reflectedinthefinancialstatementsarenotoverstated.Thismeansthatthefinancialstatementsreflecttransactionswith external parties only.

• TheChurchesofChristinQueenslandaffiliatedchurchesareexternalentitiesand for accounting purposes do not form anypartofthesefinancialstatements.

• Reflectingtheirstatusasexternalentities,asummaryoftransactionswithaffiliatedchurches can be found in the Related Partiesnoteinthefinancialstatements.

The Annual Report gives us the opportunity to view in a snapshot the diverse activities that bring the light of Christ into communities and the embodiment within that light of compassion, love and caring for those in need.

Thefinancialstatementsrepresentthemagnitude in dollar terms of our impact on and our involvement in our social environment.Thesestatementsprovideallstakeholders with the opportunity to view infinancialtermsthestrength,performanceand capacity for the future sustainability of the organisation.

The‘consolidatedstatementofprofitorlossand other comprehensive income’ shows a raw trading result for the year ended; however, if read in conjunction with the ‘consolidatedstatementofcashflows’itgivesusamorecompleteviewofthepastfinancialyear. We must be cognisant that we have substantial assets – all of which have useful lives and we have an obligation to provide for their replacement at some future point intime.Therearesignificantchargesfordepreciationinourprofitorlossstatementthat have no cash implication at this stage. We note that even where we acquire assets at no cost, (for example, the Carramar Aged Care facility acquired this year), those assets still have a useful life, ultimately having to be replaced and as such a depreciation charge is equally applicable to those assets. It is vital that we can accumulate cash from our operational activities to sustain our future needs of asset replacement.

Our‘consolidatedstatementoffinancialposition’, whilst a statement of our asset strength at our year end, if viewed as a trend over the past seven years (see Net Assets chart) we can see that there is a constant stateofgrowthoverthatperiod.Thisisourbest indicator of our ability to sustain the delivery of our mission into the future.

Thisoverview,asasupplementtothefinancialstatementsthemselves,isdesignedto make the information contained within them more readily assessable and to disclose


FINANCIAL OVERVIEW

Commentaryonthe2013-14 financialstatements

Total Revenue ($'000)

250,000

200,000

150,000

100,000

50,000

009-10 10-11 11-12 12-13 13-14

Our revenue streams strengthened this year with government grants and subsidies increasing by eight per cent and service income from clients increasing by 11 per cent. In addition, the Carramar Aged Care facility acquisition contributed $2 million towardsourrevenueincrease.Theincreasesreflectourdiligentapproachtomaximisingfunding and fee income with strong income protection strategies over previous years.

Whilst our cash and deposits increased by 16 per cent the lower interest rates reduced our interest income by 12 per cent.

Whilstadeficitwasrecordedthisyearinnetoperatingprofit,itwasasignificantimprovement from the previous year, principally brought about by increased revenues and attention to controlling costs, in particular wages.

Itshouldbenotedthatamajorinfluenceon the result is the depreciation against our asset values, a non-cash cost and we havehadsignificantassetadditionsoverrecent years which were acquired at no cost to us yet we still must provide for their ultimatereplacement.Theimpactofnon-cash expenses such as depreciation can be appreciated when we see that our cash and deposits increased by $21 million over the period.

Individuallysignificantitems

Theoperatingprofitchartisderivedfromthestatementofprofitandlossbeforeanyitems that could distort the comparative performanceareconsidered.Theseindividuallysignificantitemsareoneoffin nature and are considered unusual and material enough that they should be disclosed separately.

Operating Profit ($'000)

10,000

8,000

6,000

4,000

2,000

0

-2,000

-4,000

-6,00009-10 10-11 11-12 12-13 13-14

During the 2013-14 year these items contributed$10millioninprofitwhichwhen added to the loss from operational activitiesresultedinanetprofitof$7.9million.Thesignificantcontributortotheseextraordinary items was the Carramar Aged Care facility which provided $9.4 million in profitonacquisition.

Thenetprofitgraphhighlights the distorting effects of the individual items year on year when compared to the operatingprofitchart.Thelastthreeyears inparticularhavehadsignificantprofitsadded by business acquisition or merger, in 2011-12 with the Victorian merger, in 2012-13withtheTownsvilleStJamesretirement living acquisition and this yearwiththeCarramaracquisition.Theacquisitions over the past two years have taken us from operational losses into a net profitpositioninbothperiods.

Net Profit ($'000)

20,000

20,000

15,000

10,000

5,000

009-10 10-11 11-12 12-13 13-14

Statement of Financial Position

Theorganisationalfinancialposition(formerlyreferredtoasthebalancesheet)reflectstheaccumulated history of our organisation and shows that we hold substantial assets which underlie our ability to deliver our missional activities into our communities.

Thesignificantproportionoftheseassetsis held in property, plant and equipment providing our service outlets in locations throughout Queensland and Victoria. Alongside these we have represented the value of our bed licences as intangible assets although carried at a conservative valuation given the uncertainty associated with the valuation of this class of asset.

Net Assets ($'000)

250,000

200,000

150,000

100,000

50,000

009-10 10-11 11-12 12-13 13-14


Our very strong liquidity levels are representedbythesignificantamountofcash and cash equivalents dominating our current assets and these are complemented at this stage by our lack of external debt. Ourcurrentliabilities,whilstsignificantat$281 million, if viewed excluding our client liabilities of $217 million, further enhances the strength of our liquidity position.

Client liabilities, whilst having to be repaid at the time of client departures are normally replaced by incoming clients. Theseliabilitiesaresubjecttotheirownprudential requirements regime.

Anothersignificantbalanceontheconsolidatedstatementoffinancialposition is government funding which is a non-current liability termed deferred income.Thislargelycomprisesoftheamount of government funding received in relation to the Nation Building Initiative housing assets. It is held as a liability and progressively brought to income over the term of the 40 year capital agreement. In this way it approximates the values in our total asset position.

In summary, our net asset position is very strong, demonstrating not only our ability to continue to deliver but to expand our missional activities into our communities.

Statementofcashflows

Thestatementofcashflowsisdifficultto compare year by year because of the impact of the large business transactions, large capital grant income and related capital expenditure occurrences which have happened over recent years causing significantlyinconsistentmovements. Thisyearaswithlastyear,wehavenothadsuchasignificantoccurrence.

Thesetransactionsaside,wedooperateastrongpositivecashflowbusinesswiththisyear showing we have generated $9 million in cash from operational activities despite an operational loss of $2.1 million. Note 26 in the accounts details how the operating cash reconcilesbacktooperatingprofit(loss)and the major contributors to the variance between operating cash and operating profit(loss)areournoncashitemssuchasthe depreciation expense, an increase in trade and other payables plus our growing employee entitlement provisions.

Net Cash Flows from Operations ($'000)

50,000

40,000

20,000

10,000

009-10 10-11 11-12 12-13 13-14

Thesecondaspectofourcashflowstatementisthecashflowfrominvestingandfinancingactivities.Withapositivecontribution from accommodation bonds and ingoing contributions, the disposal of property plant and equipment and the business combination of the Carramar Aged Care facility, less the purchase of new property, plant and equipment and new investments,ourcashflowincreasedfromanoperatingcashinflowof$9milliontoatotalcashinflowof$14million.

Capital expenditure

Cash spent acquiring PP&E $'000)

60,000

50,000

40,000

30,000

20,000

10,000

009-10 10-11 11-12 12-13 13-14

Thechartaboveclearlyshowsthatmajorcapital works have reduced over the past twoyears.Thisyearhasbeenpredominantlyexpenditure on planned maintenance, refurbishment, plant and equipment whilst future development including the redevelopmentoftheKenmoreHeadOfficesite has been in a planning and development stageandwewillseesignificantincreasesinexpenditure from 2015 onwards.


FINANCIAL OVERVIEW

BOARD MEMBERS’ REPORT

TheBoardmembersofChurchesofChristin Queensland present their report, together withtheconsolidatedfinancialstatementsand its subsidiaries, for the year ended 30 June 2014 and the auditor’s report thereon.

ChurchesofChristinQueenslandBoard members

TheBoardmembersatanytimeduringorsincetheendofthefinancialyearare:

• Mr Gary Edwards – Chair (member since July 2010 – appointed Chair December 2012)

• Mrs Rilla Roberts (appointed January 2010)

• Mr John Adermann (appointed July 2010)

• Mr Steven Muller (appointed July 2012)

• Mr Nigel King (appointed February 2013)

• Mr Douglas Sparkes (appointed February 2014)

• MrTonyBaird (appointed June 2011, term concluded June 2014)

• Dr Donald Martin (appointed February 2014, resigned May 2014)

Members because of their position in the entity:

• Mr Greg Runge – Conference President (appointed January 2013)

• MrDeanPhelan–ChiefExecutiveOfficer (appointed January 2010)

• Mr Steve Slade – Director – Secretariat (appointed January 2010)

Principal activities

Churches of Christ in Queensland (CofCQ) is a group of mainstream Christian churches that has been an active part of the Queensland community for over 130 years. CofCQ operates Centenary Development Foundation a Religious Charitable Development Fund and is endorsed as an income tax exempt charity by the Australian TaxationOffice.TheCareServicesDivision(Churches of Christ Care) is recognised as a Public Benevolent Institution (PBI). A deductable gift fund is also operated in respect of PBI activities. A wholly owned subsidiary named “Mission Action Proprietary Limited” was incorporated in 2013 by CofCQ to operate a commercial motel business as part of a strategy to improve investment returns enabling greater support for missional activities.

TheprincipalactivitiesofCofCQduringthecourseofthefinancialyearwere:

• mission and ministry support to affiliated churches

• development of mission strategies into the wider community

• seniors living residential care and independent living services

• community based services

• a range of early childhood services

• a variety of services in child welfare

• community housing

• operation of a commercial motel

• financeandinvestmentservicesthatareexempt from the Banking Act 1959 to the wider CofCQ community.

Nosignificantchangeinthenatureoftheseactivities occurred during the year.

94 Board members’ report

98 Consolidatedannualfinancialstatements

98 Consolidatedstatementofprofitor loss and other comprehensive income

99 Consolidated statement of financialposition

100 Consolidated statement of change in funds

101 Consolidated statement of cash flows

102 Notes to the consolidated financialstatements

119 Board members’ declaration

120 Independent Auditor’s Report

122 Auditor’s Independence Declaration

Financial Contents


Result and review of operations

Operational performance

Theprofitforyearending30June2014amounted to $7,885,730 (2013: $1,577,416).

CofCQestablishedaunifiedstructureon 1 January 2010 and has subsequently generatedconsolidatedfinancialstatementsapplying common accounting policies in compliance with Australian Accounting Standardsallauditedbyonefirm.Theunifiedstructureeffectivelymergedarange of diverse activities and in particular combined public benevolent activity with investment,financialservicesandmissionsupport. By combining these activities into a singleconsolidatedfinancialreport,amoreholisticviewofgroupfinancialsustainabilityisavailable.Ourunifiedstructurehasalsoprovidedadditionalmomentumtofulfilourmission through client–focused care and a renewed commitment to increasing the volume of missional activities designed to enrich the lives of others.

Our unity of purpose is evidenced by the objectives of the strategic plan launched in 2011,whichincludesfinancialsustainabilityas well as growth objectives. It is considered vital to generate appropriate surpluses that will allow us to invest in our existing services and those required in the future, whilst also giving due consideration to the welfare of our presentclientsandemployees.Thisapproachwill position the organisation to be able to

takeupfurthergrowthopportunitiesthatfitwell with our strategy and thereby provide services to all people in need.

TheCofCQBoardismaintainingitsstrategytogenerate surpluses in a balanced and sustainable way allocating modest surpluses to support growth opportunities as they arise whilst ensuring maintenance of current services.

Theresultfromoperatingactivitiesbeforetaxis a loss of $2,110,992 (2013: before tax loss of $4,235,639) which is a combination of service levelperformance,impactedsignificantlybyincreasing depreciation charges and the impact offinancingactivities.Marginalincrementalrevenueincreasesoffsetbysignificantincreasesinstaffingcosts,higherdepreciationandlower investment returns were the major factors impacting the operating result.

Variousindividuallysignificantitemsnotincluded in the operating result improved 2013–14NetProfitby$9,891,095(2013:$5,779,781).Themainitemwasanetgainfrom the Carramar Aged Care facilities acquisitions in Stanthorpe, Queensland.

Profit over five years ($ ’000)

25,000

20,000

15,000

10,000

5,000

009-10 10-11 11-12 12-13 13-14

Result from operating activities over five years ($ ’000)

12,00010,0008,0006,0004,0002,000

0(2,000)(4,000)(6,000)

09-10 10-11 11-12 12-13 13-14

Financialsustainabilityandgrowth

Theresultfromoperatingactivitieshasimprovedsignificantlyfromlastyear’sperformance. A number of factors have contributed to this result, including increased funding and cost pressures, the integrationofnewbusiness,andasignificantincrease in depreciation costs from recently acquired assets. Whilst these factors have had a dampening effect on our short term performance, we are optimistic that current plans to address improvement opportunities will deliver positive outcomes over the longer term.

Notwithstanding the result from operating activities,underlyingcashflowperformanceremainsstrong.Thisstrengthstemsfromthe capital intensive nature of residential aged care and the consequent non–cash effect of depreciation. Underlying positive cashflowsgiveconfidencethatCofCQwillmeet all its obligations and continue to support strategic growth.

Cash and cash equivalents ($ ’000)

35,00030,00025,00020,00015,00010,0005,000

009-10 10-11 11-12 12-13 13-14

Term deposits over five years ($ ’000)

70,00060,00050,00040,00030,00020,00010,000

009-10 10-11 11-12 12-13 13-14


FINANCIAL OVERVIEW

Service outcomes


TheResidentialAgedCareservicehasonceagainbeeneffectiveinimprovingfinancialperformance through focus on revenue optimisation and labour and expense efficiencies.Therehasbeenincreasedfocus on benchmarking our performance to industry standards in these areas. Wealsopreparedforthesignificantchanges introduced, effective 1 July 2014, as a result of the government’s Living Longer Living Better initiative.

Community Care

Since separating from Residential Aged Care and the introduction of new management structure, Community Care has delivered reasonable performance in 2013–14 meeting growing demand in the home care services space, supporting people to stay independent and longer in their own homes. Some interesting but challenging changes were required particularly with the introduction of the Consumer Directed Care approach which require clients to be transitioned to the new Home Care Package model within a two year time frame ending June 2015. Financial performance was maintained duringthissignificantchange.Newservicedelivery centres were created and transition work still remains as work–in–progress to befinalisedbythedeadlineofJune2015.

Retirement Living

We have been able to maintain unit values across all our villages and we achieved higher sales in some of our Queensland northernandwesternvillages.Therefore,theoverallfinancialperformanceofRetirement Living has been positive. Our second full year of our new service at Townsvilleperformedstrongly.


Thechildandfamilyservicesaregrantfunded by the State Government and operateonabreakevenfinancialbasis.In the current year, services across the state focussed on providing a broader range of service responses to better meet the increasing levels of complex needs of children in care. In the current year this change has focussed on expanding the provision of kinship care.

Earlychildhoodserviceshadadifficult

year with increased costs associated with providing quality educational early childhoodservices.Themarketconditionsand increasing cost pressures continue to presentuswithchallenges.Thequalityofour services are still highly regarded in the communities we serve.

Housing Services

Housing services strengthened its operations this year with a key objective being the consolidation of previous years’ growth. State government programs to outsource public housing management experienced delays which was a limiting factor on anticipated growth but is expected toyieldsignificantbenefitsmovingforward.During the year we applied for registration as an approved Community Housing Program (CHP) under the new National Regulatory System for Community Housing (NRSCH). Our National Rental Affordability Scheme (NRAS) tenancy management fee for service work continued to provide opportunities for involvement in additional projects, given the modest returns achieved within Community Housing overall.

Centenary Development Foundation

TheCentenaryDevelopmentFoundationoperatestoprovidefinancialresourcesformission growth throughout Queensland. TheFoundationprovidesanumberofinvestment and loan products to churches and members with the objective of generating profitstofundmissionalactivities.

In this period we have seen reasonable returns given continued low interest rates and the repayment of loans which further impacted margins.

All investments in Centenary Development Foundation by church members and churches are backed by the assets of CofCQ.

Mission Services

Mission services have continued on the expansion and development of pastoral care, community initiatives and support of affiliatedchurches.Thisyeartherehasbeenaspecificfocusoncommunitychaplaincyand the development of Access Places.

Revenue received 2014 ($ ’000)

Total

225,809

❚Residential Aged Care + other Aged Care

❚Community Care

❚Retirement Living

❚Child, Youth + Family Care

❚Housing Services

❚Centenary Development Foundation

❚Others

135,435

12,946

9,898

36,008

12,210

4,345

14,967


Dividends

No dividends were paid or recommended duringtheyearasCofCQisanot–for–profitorganisation and is prohibited from paying dividends. CofCQ has no ability to issue general shares or options.

State of affairs

In the opinion of the Board members there werenosignificantchangesintheoperationalstate of affairs of CofCQ that occurred during thefinancialyearunderreview.

Environmental regulation

CofCQ’s operations are not subject to anysignificantenvironmentalregulationsunder either Federal or State legislation. Notwithstanding this, the Board believes that CofCQ has adequate systems in place for management of its environmental requirements and is not aware of any breach of environmental requirements applicable to CofCQ operations.

Indemnificationandinsuranceofofficers,Boardmembersandauditors

Indemnification

CofCQhasnot,duringorsincethefinancialyear, in respect of any person who is or hasbeenanofficerorauditorofCofCQ,indemnifiedormadeanyrelevantagreementfor indemnifying against a liability incurred asanofficer,includingcostsandexpensesinsuccessfully defending legal proceedings.

Insurance

Duringthefinancialyear,CofCQpaidinsurance premiums insuring Board members against a liability (with certain exclusions) arising as a result of work performed in their capacity as Board members.

Events subsequent to balance date

Thereisnomatterorcircumstancethathasarisen in the interval between the end of the financialyearandthedateofthisreportnorany item, transaction or event of a material and unusual nature likely, in the opinion of theBoardmembers,toaffectsignificantlythe operations of CofCQ, the results of those operations, or the state of affairs of CofCQ, in futurefinancialyears.

Likely developments

With the rate of change occurring it has become clear that our current 2011– 2016 Strategic Plan would not guide us effectively until its end date. It was therefore decided to finalisethePlaneffective30June2014andcommence the preparation of a new plan.

Thisnewplanwillbringgreaterrelevancy,clarity and measurability over the development of our operations within our mission.

Signed in accordance with a resolution of the Board members.


Nigel King Chair of the Board Corporate Governance Committee/Board Member

Dated at Brisbane this 29th day of September 2014.


FINANCIAL OVERVIEW

Consolidated statement of profit or loss and other comprehensive income

For the year ended 30 June 2014

Note 2014($ ‘ 000)

2013($ ‘ 000)

Revenueandotherincome

Revenue 3 210,029 191,967

Other income 4 802 864

210,831 192,831

Expenditure

Client service expenses and consumables (17,053) (17,869)

Personnel expenses (150,871) (136,934)

Depreciation and amortisation expenses 16 & 17 (23,454) (22,027)

Property and maintenance expenses (14,008) (13,042)

Other expenses (11,652) (11,634)

(217,038) (201,506)

Result from operating activities (6,207) (8,675)

Finance income 5 5,087 5,809

Finance costs 6 (991) (1,370)

Net finance income 4,096 4,439

Profit (loss) from operating activities before tax (2,111) (4,236)

Net impairment (loss) on loans and investments – (1,155)

Loss on net realisable value on inventories 10 – (1,909)

Insurance proceeds – 3,363

Gifts in kind from affiliated churches 500 –

Net gain on business combination 15 9,391 5,481

9,891 5,780

Tax refundable (expense) 14 106 33

Netprofitfortheperiod 7,886 1,577

Other comprehensive income for the period – –

Totalcomprehensiveincomefortheperiod 7,886 1,577

Thenotesonpages102to118formanintegralpartoftheseconsolidatedfinancialstatements.


Consolidated statement of profit or loss and other comprehensive income


Note 2014($ ‘ 000)

2013($ ‘ 000)

Revenueandotherincome

Revenue 3 210,029 191,967

Other income 4 802 864

210,831 192,831

Expenditure

Client service expenses and consumables (17,053) (17,869)

Personnel expenses (150,871) (136,934)

Depreciation and amortisation expenses 16 & 17 (23,454) (22,027)

Property and maintenance expenses (14,008) (13,042)

Other expenses (11,652) (11,634)

(217,038) (201,506)

Result from operating activities (6,207) (8,675)

Finance income 5 5,087 5,809

Finance costs 6 (991) (1,370)

Net finance income 4,096 4,439

Profit (loss) from operating activities before tax (2,111) (4,236)

Net impairment (loss) on loans and investments – (1,155)

Loss on net realisable value on inventories 10 – (1,909)

Insurance proceeds – 3,363

Gifts in kind from affiliated churches 500 –

Net gain on business combination 15 9,391 5,481

9,891 5,780

Tax refundable (expense) 14 106 33

Netprofitfortheperiod 7,886 1,577

Other comprehensive income for the period – –

Totalcomprehensiveincomefortheperiod 7,886 1,577


Consolidated statement of financial position

As at 30 June 2014

Note 2014($ ‘ 000)

2013($ ‘ 000)

Assets

Current assets

Cash and cash equivalents 8 13,934 9,257

Trade and other receivables 9 18,078 16,802

Inventories 10 316 199

Loans and advances 11 3,451 4,643

Other investments 12 71,722 58,909

Assets classified as held for sale 13 5,373 175

Total current assets 112,874 89,985

Non-current assets

Trade and other receivables 9 28 145

Inventories 10 4,376 1,956

Other investments 12 – 4,229

Deferred tax assets 14 139 33

Property, plant and equipment 16 436,929 433,637

Intangible assets 17 19,117 19,288

Total non-current assets 460,589 459,288

Total assets 573,463 549,273

Liabilities

Current liabilities

Trade and other payables 18 242,157 224,491

Interest-bearing loans and borrowings 20 17,747 19,164

Employee benefits 21 19,100 16,632

Deferred income 22 2,448 2,446

Total current liabilities 281,452 262,733

Non-current liabilities

Non-interest bearing loans and borrowings 19 160 165

Employee benefits 21 1,190 981

Deferred income 22 89,168 91,787

Total Non-current liabilities 90,518 92,933

Total liabilities 371,970 355,666

Net assets 201,493 193,607

Funds

General funds 201,493 193,607

Total funds 201,493 193,607


FINANCIAL OVERVIEW

Consolidated statement of change in funds


Total funds ($ ‘ 000)

Balance at 1 July 2012 192,030

Profit 1,577

Other comprehensive income –

Total comprehensive income for the period 1,577

Balance at 30 June 2013 193,607



Profit 7,886






Consolidated statement of change in funds




Profit 1,577






Profit 7,886




Consolidated statement of cash flows


Note 2014($ ‘ 000)

2013($ ‘ 000)

Cashflowsfromoperatingactivities

Cash receipts from customers 204,919 193,527

Cash paid to suppliers and employees (197,813) (182,734)

Cash generated from operations 7,106 10,793

Interest received 5 4,128 5,152

Dividend received 5 324 331

Interest paid 6 (991) (1,370)

Net cash flows from CDF loans & borrowings activities (1,417) (999)

Net cash flows from operating activities 26 9,150 13,907

Cashflowsfrominvestingactivities

Proceeds from investments 1,192 5,230

Purchase of investments (8,043) (5,845)

Proceeds from disposal of property, plant and equipment 1,892 501

Proceeds from business combination 15 1,444 –

Purchase of property, plant and equipment 16 (17,724) (31,784)

Purchase of intangible assets 17 – (1,634)

Net cash flows used in investing activities (21,239) (33,532)

Cashflowsfromfinancingactivities

Proceeds from accommodation bonds & ingoing contributions 58,496 49,809

Refund of accommodation bonds & ingoing contributions (41,553) (39,535)

Repayment of borrowings (5) (268)

Net proceeds (repayments) of capital grants 22 (171) 5,429

Net cash flows used in financing activities 16,767 15,435

Net increase (decrease) in cash and cash equivalents 4,678 (4,190)

Cash and cash equivalents at beginning of year 9,256 13,446

Cashandcashequivalentsatendofyear 8 13,934 9,256



FINANCIAL OVERVIEW

Notes Page

1 Corporate information 103

2 Summary of accounting policies 103

3 Revenue 107

4 Other income 107

5 Finance income 107

6 Finance costs 107

7 Auditors’ remuneration 107

8 Cash at bank and in hand 108

9 Tradeandotherreceivables 108

10 Inventories 109

11 Loans and advances 109

12 Investments 109

13 Non-current assets held for sale 109

14 Deferred tax assets 110

15 Business acquisitions 110

16 Property, plant and equipment 111

17 Intangible assets 112

18 Tradeandotherpayables 112

19 Non-interest bearing loans and borrowing 113

20 Interest bearing loans and borrowing 113

21 Employeebenefits 113

22 Deferred income 114

23 Financial instruments 114

24 Operating leases 115

25 Capital and other commitments 116

26 Reconciliationofcashflowsfromoperatingactivities 116

27 Related parties 116

28 Group entities 117

29 Subsequent events 117

30 Economic dependency 117

31 Contingencies 117

32 Statement of residential aged care services 118

Notes to the consolidated financial statements



1 Corporate information CofCQ is incorporated under letters patent issued pursuant to the

Religious Educational and Charitable Institutions Act 1861-1959 on 18 January 1962. The organisation is a not-for-profit entity established to pursue charitable purposes only and must apply its income in promoting those purposes. Clause 20 of the Constitution and the Australian Charities and Not-for-profits Commission (ACNC) Act 2012 requires CofCQ to prepare financial statements that are audited annually.

The address of the registered office of CofCQ is:

41 Brookfield Road Kenmore QLD 4069

2 Summary of accounting policies(a) Statement of compliance

CofCQ has elected to adopt Australian Accounting Standards – Reduced Disclosure Requirements (established by AASB 1053 Application of Tiers of Australian Accounting Standards and AASB 2010-2 Amendments to Australian Accounting Standards arising from Reduced Disclosure Requirements).

The consolidated financial report of CofCQ represents Tier 2 general purpose financial statements that have been prepared in accordance with Australian Accounting Standards – Reduced Disclosure Requirements and the Australian Charities and Not-for-profits Commission (ACNC) Act 2012.

The consolidated financial statements for the year ended 30 June 2014 were approved and authorised for issue by the CofCQ Board on 29 September 2014.

(b) Basis of consolidation

(i) Business combinations

Business combinations are accounted for using the acquisition method as at the acquisition date – i.e. when control is transferred to CofCQ. Control is the power to govern the financial and operating policies of an entity so as to obtain benefits from its activities. In assessing control, due consideration is given to potential voting rights that currently are exercisable.

Goodwill is measured as at acquisition date as:

• the fair value of the consideration transferred; plus

• the recognised amount of any non-controlling interests in the acquiree; plus

• if the business combination is achieved in stages, the fair value of the existing equity interest in the acquiree; less

• the net recognised amount (generally fair value) of the identifiable assets acquired and liabilities assumed.

When the excess is negative, a bargain purchase gain is recognised immediately in profit or loss.

The consideration transferred does not include amounts related to the settlement of pre-existing relationships. Such amounts are generally recognised in profit or loss.

Transaction costs associated with a business combination are expensed as incurred.

(ii) Subsidiaries

Subsidiaries are entities controlled by CofCQ. The financial statements of subsidiaries are included in the consolidated financial statements from the date that control commences until the date that control ceases.

(iii) Transactions eliminated on consolidation

Intra-group balances and transactions, and any unrealised income and expenses arising from intra-group transactions, are eliminated in preparing the consolidated financial statements.

(c) Basis of measurement

The consolidated financial report has been prepared on the historical cost basis except for the financial instruments at fair value through profit or loss, which are measured at fair value.

The accounting policies disclosed below have been consistently applied by CofCQ and its controlled entities to all periods presented in these consolidated financial statements.

(d) Functional and presentation currency

The consolidated financial statements are presented in Australian dollars, which is the CofCQ functional currency. Amounts disclosed in the financial statements have been rounded to the nearest thousand unless otherwise stated.

(e) Uses of estimates and judgements

The preparation of consolidated financial statements in conformity with Australian Accounting Standards requires management to make a range of judgements, estimates and assumptions that affect the application of policies and reported amounts of assets and liabilities, income and expense. Estimates and assumptions are based on historical experience and various other factors that are believed to be reasonable under the circumstances, the results of which form the basis of making the judgements about carrying values of assets and liabilities that are not readily apparent from other sources. Actual results may differ from these estimates.

Estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimates are revised and in any future periods affected.

Information about assumptions and estimation uncertainties that may result in material adjustments within the next financial year are included in the following notes:

• Note 11 – measurement of the recoverable amount of interest-bearing loans.

• Note 15 – measurement of the fair value of identifiable net assets acquired in a business combination.

• Note 16 – measurement of the recoverable amount of property, plant and equipment.

• Note 17 – measurement of the recoverable amount of intangible assets.

(f) Property, plant and equipment

(i) Recognition and measurement

Items of property, plant and equipment are measured at cost less accumulated depreciation and impairment losses.

Costs include expenditure that is directly attributable to the acquisition of the asset. The cost of self-constructed assets includes the following:

• the cost of materials and direct labour

• the other costs directly attributable to bringing the assets to a working condition for their intended use

• where CofCQ has an obligation to remove the assets or restore the site, an estimate of the costs of dismantling and removing the items and restoring the site on which they are located

• capitalised borrowing costs.

When parts of an item of property, plant and equipment have different useful lives, they are accounted for as separate items of property, plant and equipment.

Any gain and loss on disposal of an item of property, plant and equipment (calculated as the difference between the net proceeds from disposal and the carrying amount of an item) is recognised in the profit or loss.

Interest expense directly attributable to the acquisition, construction or production of qualifying assets is capitalised.

CofCQ is the legal entity that holds title for all of the freehold and charitable trust assets of both CofCQ itself and the religious charitable entities (local churches) that choose to affiliate with CofCQ. The CofCQ Financial Position only recognises the value of the assets that CofCQ controls for the sole usage of CofCQ (i.e. the charitable trust assets of affiliated churches are not included in the CofCQ accounts).

(ii) Subsequent costs

Subsequent expenditure is capitalised only when it is probable that the future economic benefits associated with the expenditure will flow to CofCQ. Ongoing repairs and maintenance is expensed as incurred.

Notes to the Consolidated Financial Statements


FINANCIAL OVERVIEW

(iii) Depreciation

Depreciation of property, plant and equipment is recognised as an expense over the estimated useful lives of each part of an item of property, plant and equipment on a straight-line basis. Depreciation methods, useful lives and residual values are reassessed at least annually.

When changes are made, adjustments are reflected prospectively in current and future periods only. Assets are depreciated from the date of acquisition or, in respect of internally constructed assets, from the time the asset is completed and ready for use. The depreciation rates for each class of asset are as follows:

2014 2013

Buildings 2.50% – 5.00% 2.50% – 5.00%

Leasehold improvements 2.50% – 15.00% 2.50% – 15.00%

Plant and equipment 7.00% – 33.30% 7.00% – 33.30%

For assets acquired by a tax paying entity/subsidiary, depreciation is calculated using the rate and method as specified by the Australian Taxation Office, and not in accordance with the general policy outlined above.

(g) Intangible assets

(i) Bed licences

Acquired bed licences are recognised at cost, less any accumulated impairment losses. Bed licences that are acquired at no cost, or for a nominal cost, are recorded at fair value as at the date of acquisition.

Amortisation is not charged against these licences as they have an indefinite life under the current legislation. Bed licences are tested for impairment annually.

(ii) Operating motel management rights

Rights acquired by CofCQ via its subsidiary Mission Action Pty Ltd, to operate a motel business have been recognised as an intangible asset. The intangible asset has a finite useful life of 23 years from acquisition and is measured at cost less accumulated amortisation and any accumulated impairment losses. The amortisation is recognised on a straight-line basis.

(h) Inventories

Inventories are measured at the lower of cost and net realisable value.

The costs of inventories is based on the first-in first-out principle, and includes expenditure incurred in acquiring the inventories, or conversion costs, and other costs incurred in bringing them to their existing location and condition.

Net realisable value is the estimated selling price in the ordinary course of business, less the estimated costs of completion and estimated costs necessary to make the sale.

Land held for development and resale is initially valued at cost. Cost includes the cost of acquisition and development costs until completion of development. Holding costs incurred during and after development are expensed to the profit or loss. Revenues and cost of sales are brought to account on settlement.

(i) Financial instruments

(i) Non-derivativefinancialassets

Loans, receivables and deposits are initially recognised on the origination date. All other financial assets, including those designated at fair value through the profit or loss are recognised initially on the trade date at which CofCQ becomes a party to the contractual provisions of the instrument.

CofCQ derecognises a financial asset when the contractual rights to the cash flows from the asset expire, or it transfers the rights to receive the contractual cash flows on the financial asset in a transaction in which substantially all the risks and rewards of ownership of the financial asset are transferred. Any interest in transferred financial assets that is created or retained by CofCQ is recognised as a separate asset or liability.

Financial assets and liabilities are offset, and the net amount presented in the consolidated statement of financial position when, and only when, CofCQ has a legal right to offset the amounts and intends either to settle on a net basis, or to realise

the asset and settle the liability simultaneously.

CofCQ has the following non-derivative financial assets: financial assets at fair value through profit or loss, and loan receivables.

Financial assets at fair value through profit or loss

A financial asset is classified as fair value through profit or loss if it is classified as held for trading or is designated as such upon initial recognition. Financial assets are designated at fair value through profit or loss if CofCQ manages such investments and makes purchase and sale decisions based on their fair value in accordance with CofCQ’s documented risk management or investment strategy. Attributable transaction costs are recognised in profit or loss when incurred. Financial assets at fair value through profit or loss are measured at fair value, and changes therein are recognised in profit or loss.

Financial assets designated at fair value through profit or loss comprise equity securities that otherwise would have been classified as available for sale.

Loans and receivables

Loans and receivables are financial assets with fixed or determinable payments that are not quoted in an active market. Such assets are recognised initially at fair value plus any directly attributable transaction costs. Subsequent to initial recognition loans and receivables are measured at amortised cost using the effective interest method, less any impairment losses.

Cash and cash equivalents

Cash and cash equivalents comprise cash balances and call deposits with original maturities of three months or less.

(ii) Non-derivativefinancialliabilities

All financial liabilities are recognised initially on the trade date at which CofCQ becomes a party to the contractual provisions of the instrument.

CofCQ derecognises a financial liability when its contractual obligations are discharged, cancelled or expire.

CofCQ classified non-derivative financial liabilities into the other financial liabilities category. Such financial liabilities are recognised initially at fair value plus any directly attributable transaction costs. Subsequent to initial recognition, these financial liabilities are measured at amortised cost using the effective interest rate method.

Other financial liabilities comprise loans and borrowings, deposits, and trade and other payables.

(j) Trade and other receivables

Trade and other receivables are stated at their amortised cost less any impairment losses.

(k) Cash and cash equivalents

Cash and cash equivalents comprise cash balances, short-term bills and call deposits. Cash equivalents are highly liquid investments that are readily convertible to known amounts of cash with insignificant risk of a change in value.

(l) Impairment

(i) Financial assets

A financial asset is assessed at each reporting date to determine whether there is any objective evidence that it is impaired. A financial asset is considered to be impaired if objective evidence indicates that one or more events have had a negative effect on the estimated future cash flows of that asset.

An impairment loss, in respect of a financial asset measured at amortised cost, is calculated as the difference between its carrying amount, and the present value of the estimated future cash flows discounted at the original effective interest rate. All impairment losses are recognised in profit or loss.

An impairment loss is reversed if the reversal can be related objectively to an event occurring after the impairment loss was recognised. For financial assets measured at amortised cost, the reversal is recognised in profit or loss. For available, for sale financial assets that are equity securities, the reversal is recognised in other comprehensive income.

Receivables with a short duration are not discounted. All receivables are individually assessed for impairment.



(ii) Non-financialassets

The carrying amounts of CofCQ’s non-financial assets “are reviewed at each reporting date to determine whether there is any indication of impairment. If any such indication exists then the asset’s recoverable amount is estimated. For intangible assets that have indefinite lives, the recoverable amount is estimated at each reporting date.

The recoverable amount is the higher of an asset’s, or cash-generating unit’s fair value less costs to sell and its value in use. Since CofCQ is a not-for-profit entity, future economic benefits of its assets are not primarily dependent on those asset’s ability to generate net cash inflows. CofCQ would, if deprived of those assets, replace their remaining future economic benefits, consequently value in use is determined as the depreciated replacement cost of the assets.

An impairment loss is recognised whenever the carrying amount of an asset or its cash-generating unit exceeds its recoverable amount. Impairment losses are recognised in profit or loss, unless an asset has previously been revalued, in which case the impairment loss is recognised as a reversal to the extent of that previous revaluation with any excess recognised through profit or loss.

Impairment losses recognised in prior periods are assessed at each reporting date for any indications that the loss has decreased or no longer exists. An impairment loss is reversed if there has been a change in the estimates used to determine the recoverable amount. An impairment loss is reversed only to the extent that the asset’s carrying amount does not exceed the carrying amount that would have been determined, net of depreciation or amortisation, if no impairment loss had been recognised.

(m) Interest bearing liabilities

Christian Deposits are a discontinued class of deposit originally offered by the Churches of Christ Care (CofCC) agency. They attract variable interest remitted annually on June 30 and the money is used for the provision of facilities and services. As at call investments they are classified as current liabilities.

(n) Employee benefits

(i) Definedcontributionsuperannuationfunds

Obligations for contributions to defined contribution superannuation funds are recognised as an expense when they are due.

(ii) Long-termservicebenefits

CofCQ’s net obligation in respect of long-term service benefit, is the amount of future benefit that employees have earned in return for their service in the current and prior periods. The obligation is calculated using expected future increases in wage and salary rates including related on-costs and expected settlement dates, and is discounted using the rates attached to the Federal Government bonds at the balance sheet date which have maturity dates approximating to the terms of CofCQ’s obligations.

(iii) Short-termbenefits

Short-term employee benefits are current liabilities included in employee benefits, measured at the undiscounted amount that the Group expects to pay as a result of the unused entitlement. Annual leave is included in ‘other long-term benefit’ and discounted when calculating the leave liability as the Group does not expect all annual leave for all employees to be used wholly within 12 months of the end of reporting period. Annual leave liability is still presented as current liability for presentation purposes under AASB 101 Presentation of Financial Statements.

Non-accumulating non-monetary benefits, such as cars, are expensed based on the net marginal cost to CofCQ, as the benefits are taken by the employees.

(o) Provisions

A provision is recognised in the consolidated statement of financial position when CofCQ has a present legal or constructive obligation as a result of a past event that can be measured reliably, and it is probable that an outflow of economic benefits will be required to settle the obligation.

(p) Trade and other payables

Trade and other payables are stated at amortised cost. Trade payables are non-interest bearing and are settled on conventional trade terms.

(q) Ingoing contributions and accommodation bonds (contributions)

Contributions are received from ingoing residents and are recognised as liabilities of CofCQ upon receipt. The liabilities are reduced in accordance with the various residential agreements. These reductions are recorded as income in the consolidated statement of profit or loss and other comprehensive income. Repayment of the contributions are also in accordance with the various resident agreements. Interest is not payable on these liabilities. These liabilities have been classified as current as CofCQ does not have an unconditional right to defer settlement for at least 12 months. However, there is no reasonable expectation that all of the above amounts will be required to be settled within the next 12 months.

(r) Service Fee Contributions (SFCs)

SFCs are amounts deposited, and held from residential aged care residents which relate to a scheme where residents receive a reduction in their service fee at an agreed rate based on the amount deposited with CofCQ. SFCs are recognised as liabilities of CofCQ upon receipt and have been classified as current as they are repayable on demand. The reduction in the service fee is recognised in profit or loss at the time of billing. Interest income on the amounts deposited is recognised in profit or loss.

(s) Revenue

(i) Goods sold and services rendered

Revenue from services rendered is recognised in the consolidated statement of profit or loss and other comprehensive income in proportion to the stage of completion of the transaction at balance date. No revenue is recognised if there are significant uncertainties regarding recovery of the consideration due, the costs incurred or to be incurred cannot be measured reliably or there is a risk of return of goods, or there is continuing management involvement with the goods.

(ii) Bequests,donationsandfundraising

Bequests, donations and fundraising are recognised as other income upon receipt. A “Gift Fund” bank account exists to satisfy tax requirements as CofCQ operates a Deductible Gift Fund.

(iii) Government grants

Government grants and subsidies are recognised in accordance with the performance of the services to which they relate. Grants that compensate CofCQ for expenses incurred are recognised in profit and loss as revenue from government for rendering of services on a systematic basis in the same period in which the expenses are recognised. Should a program cease to operate or fail to spend funding in accordance with the agreements, CofCQ recognises a liability as specified in the funding agreements.

Grants that compensate CofCQ for the cost of an asset are recognised as income upon receipt where the agreement does not specify the circumstances for their expenditure and control of the funds is obtained upon receipt.

Grants for the cost of an asset, whose terms include service conditions, are recognised progressively over the period of the obligation, with the grant funding initially recognised as deferred income in the balance sheet.

(iv) Negative goodwill

Negative goodwill is recognised as a gain on business combination in the consolidated statement of profit or loss and other comprehensive income under AASB 3 Business Combinations. This arises where the cost of acquisition is less than the fair value of the identifiable net assets acquired.

(t) Expenses

(i) Operating lease payments

Payments made under operating leases are recognised in the consolidated statement of profit or loss and other comprehensive income, on a straight line basis over the term of the lease.



FINANCIAL OVERVIEW

(u) Net financing costs

Finance costs comprise interest payable on borrowings calculated, using the effective interest method and interest receivable on funds invested. Borrowing costs that are not directly attributable to the acquisition or construction of a qualifying asset are expensed as incurred and included in net financing costs.

Interest income is recognised as it accrues, using the effective interest method.

(v) Non-current assets held for sale

Non-current assets that are expected to be recovered primarily through sale rather than through continuing use are classified as ‘held for sale’.

Immediately before classification as ‘held for sale’, the measurement of the assets is brought up-to-date in accordance with applicable accounting standards. Then, on initial classification as ‘held for sale’, non-current assets are recognised at the lower of carrying amount and fair value, less costs to sell. Impairment losses on initial classification as ‘held for sale’ and subsequent gains or losses on remeasurement are recognised in profit or loss. Gains are not recognised in excess of any cumulative impairment loss.

Where a non-current asset ceases to be classified as ‘held for sale’ it is remeasured at the lower of its carrying amount before the asset was classified as ‘held for sale’, adjusted for any depreciation or revaluation that would have been recognised had the asset not been classified as ‘held for sale’, and its recoverable amount at the date of the subsequent decision not to sell.

Adjustment to the carrying amount of a non-current asset that ceases to be classified as ‘held for sale’ are recorded in profit or loss from continuing operations in the period in which the criteria for assets ‘held for sale’ are no longer met.

(w) Income tax

CofCQ income is predominately exempt from income tax, as Section 50-5 of the Income Tax Assessment Act 1997 exempts recognised charitable institutions from Income Tax. However, one subsidiary of CofCQ is subject to income tax.

For this subsidiary, tax expense comprises current and deferred tax. Current tax and deferred tax is recognised in profit or loss except to the extent that it relates to a business combination, or items recognised directly in equity or in other comprehensive income.

(i) Current tax

Current tax is the expected tax payable or receivable on the taxable income or loss for the year, using tax rates enacted or substantively enacted at the reporting date, and any adjustment to tax payable in respect of previous years. Current tax payable also includes any tax liability arising from the declaration of dividends.

(ii) Deferredtax

Deferred tax is recognised in respect of temporary differences between the carrying amounts of assets and liabilities for financial reporting purposes and the amounts used for taxation purposes.

Deferred tax is recognised for unused tax losses, tax credits and deductible temporary differences, to the extent that it is probable that future taxable profits will be available against which they can be utilised. Deferred tax assets are reviewed at each reporting date and are reduced to the extent that it is no longer probable that the related tax benefit will be realised.

(x) Goods and services tax

Revenue, expenses and assets are recognised net of the amount of goods and services tax (GST), except where the amount of GST incurred is not recoverable from the taxation authority. In these circumstances, the GST is recognised as part of the cost of acquisition of the asset, or as part of the expense.

Receivables and payables are stated with the amount of GST included. The net amount of GST recoverable from, or payable to, the ATO is included as a current asset or liability in the balance sheet.

Cash flows are included in the consolidated statement of cash flows on a gross basis. The GST components of cash flows arising from investing and financing activities which are recoverable from, or payable to, the ATO are classified as operating cash flows.

(y) Comparatives

Where required by Accounting Standards, comparative figures have been adjusted to conform to changes in presentation for the current financial year.

(z) Positive statement of going concern

The financial statements have been prepared on a going concern basis. The entity has a net current deficiency of $168,577,558 (2013: $172,747,992). This is due to the accommodation bonds and ingoing contributions of $217,364,525 (2013: $200,164,194) [refer Note 18] being classified as current liabilities (as no right to defer settlement), however the demand for repayment is expected to be spread over future years. Further, the repayment of accommodation bonds and ingoing contributions will be offset by incoming refundable accommodation deposits and ingoing contributions.

(aa) New standards and interpretations not yet adopted

A number of new standards, amendments to standards and interpretations are effective for annual periods beginning after 1 July 2014, and have not been applied in preparing these consolidated financial statements. None of these are expected to have a significant effect on the consolidated financial statements of CofCQ, except for AASB 9 Financial Instruments, which becomes mandatory for the 2018 financial statements and could change the classification and measurement of financial assets. CofCQ does not plan to adopt this standard early and the extent of the impact has not been determined.



3 Revenue

2014($ ‘ 000)

2013($ ‘ 000)

Rendering of services from government grants and subsidies 134,381 124,099

Rendering of services to clients 50,749 45,411

Capital revenue from government grants and subsidies 10,581 9,707

Capital revenue from clients 12,007 10,985

Other revenue 2,311 1,765

Total revenue 210,029 191,967

4 Otherincome

2014($ ‘ 000)

2013($ ‘ 000)

Bequests, donations and fundraising 496 750

Net gain (loss) on disposal of property, plant and equipment 306 14

Net fair value of bed licences brought into operation – 100

Total other income 802 864

5 Finance income

2014($ ‘ 000)

2013($ ‘ 000)

Interest from approved deposit taking institutions 2,602 3,340

Interest from external loans made by CDF 672 777

Interest from residents 854 1,035

Dividends 324 331

Realised gain on equity securities 94 86

Unrealised gain on equity securities 541 240

Total investment income 5,087 5,809

6 Finance costs

2014($ ‘ 000)

2013($ ‘ 000)

Interest paid to investors by CDF 567 744

Interest paid to residents 424 618

Interest paid on borrowings – 8

Total investment costs 991 1,370

7 Auditors’ remuneration

2014($ ‘ 000)

2013($ ‘ 000)

Audit services

KPMG Australia:

Audit of financial reports 2 114

Other assurance services – 102

2 216

Grant Thornton Australia:

Audit of financial reports 105 -

Other assurance services 56 -

161 -

Total auditors’ remuneration 163 216



FINANCIAL OVERVIEW

8 Cashandcashequivalents

2014($ ‘ 000)

2013($ ‘ 000)

Cash at bank and in hand 4,654 3,587

Cash at bank – Deductible Gift Fund (a) 119 402

Cash at bank – MRF (b) 1,024 798

Cash at bank – CRF (b) 839 679

Cash at bank – PMUF (c) 7,298 3,791

Total cash and cash equivalents in the statement of cash flows 13,934 9,257

Funds have been received that are required to be used for specific purposes. These funds fall into three categories:

(a) Deductible Gift Fund – an Australian Taxation Office requirement as CofCQ has deductible gift recipient endorsement for its Public Benevolent Institution, Churches of Christ Care.

(b) Maintenance Reserve Fund (MRF) / Capital Replacement Fund (CRF) – bank accounts required to be maintained in accordance with the Retirement Villages Act (1999).

(c) Housing Planned Maintenance and Upgrade Funds (PMUF).

CofCQ has established planned maintenance and upgrade funds (PMUF) as part of its commitment to establish a Housing Stock Asset Management Strategy for newly built properties established under Nation Building – Economic Stimulus Plan funding programs and for other housing assets.

The PMUF is a cash reserve and is established based on an independent Quantity Surveyor assessment. This reserve represents a contribution from operational rental income to provide for both cyclical maintenance and property upgrades for the lifetime of the property. It is not intended that the PMUF will provide for the replacement of properties or responsive maintenance and the fund will be held in separate interest bearing bank accounts for ease of management and transparency.

9 Tradeandotherreceivables

2014($ ‘ 000)

2013($ ‘ 000)

Current

Trade and other receivables 11,751 11,958

Prepayments 2,050 1,947

Sundry receivable 4,277 2,897

18,078 16,802

Non-current

Loan receivable 28 145

28 145

Total trade and other receivables 18,106 16,947

Receivables are shown net of impairment losses which amount to $847,283 (2013: $841,874) recognised in the current year, arising from client accounts and loans receivables deemed to have a high risk of default.

The non-current receivable is predominately comprised of a loan to the Australian College of Ministries (ACOM).

CofCQ’s exposure to credit risk and impairment losses related to trade and other receivables is disclosed in note 23.



8 Cashandcashequivalents

2014($ ‘ 000)

2013($ ‘ 000)

Cash at bank and in hand 4,654 3,587

Cash at bank – Deductible Gift Fund (a) 119 402

Cash at bank – MRF (b) 1,024 798

Cash at bank – CRF (b) 839 679

Cash at bank – PMUF (c) 7,298 3,791

Total cash and cash equivalents in the statement of cash flows 13,934 9,257

Funds have been received that are required to be used for specific purposes. These funds fall into three categories:

(a) Deductible Gift Fund – an Australian Taxation Office requirement as CofCQ has deductible gift recipient endorsement for its Public Benevolent Institution, Churches of Christ Care.

(b) Maintenance Reserve Fund (MRF) / Capital Replacement Fund (CRF) – bank accounts required to be maintained in accordance with the Retirement Villages Act (1999).

(c) Housing Planned Maintenance and Upgrade Funds (PMUF).

CofCQ has established planned maintenance and upgrade funds (PMUF) as part of its commitment to establish a Housing Stock Asset Management Strategy for newly built properties established under Nation Building – Economic Stimulus Plan funding programs and for other housing assets.

The PMUF is a cash reserve and is established based on an independent Quantity Surveyor assessment. This reserve represents a contribution from operational rental income to provide for both cyclical maintenance and property upgrades for the lifetime of the property. It is not intended that the PMUF will provide for the replacement of properties or responsive maintenance and the fund will be held in separate interest bearing bank accounts for ease of management and transparency.

9 Tradeandotherreceivables

2014($ ‘ 000)

2013($ ‘ 000)

Current

Trade and other receivables 11,751 11,958

Prepayments 2,050 1,947

Sundry receivable 4,277 2,897

18,078 16,802

Non-current

Loan receivable 28 145

28 145

Total trade and other receivables 18,106 16,947

Receivables are shown net of impairment losses which amount to $847,283 (2013: $841,874) recognised in the current year, arising from client accounts and loans receivables deemed to have a high risk of default.

The non-current receivable is predominately comprised of a loan to the Australian College of Ministries (ACOM).

CofCQ’s exposure to credit risk and impairment losses related to trade and other receivables is disclosed in note 23.

10 Inventories

2014($ ‘ 000)

2013($ ‘ 000)

Current

Trading stocks (a) 38 40

Land stocks – at net realisable value (b) 278 159

316 199

Non-current

Land stocks – at net realisable value (b) 4,376 1,956

4,376 1,956

Total inventories 4,692 2,155

(a) Goods held for resale in the commercial motel business

(b) Land held for sub-division for resale

11 Loans and advances

2014($ ‘ 000)

2013($ ‘ 000)

Current

Loan receivable – Other churches 3,180 4,097

Other interest-bearing loans made by CDF 271 546

Total interest-bearing loans 3,451 4,643

12 Investments

2014($ ‘ 000)

2013($ ‘ 000)

Current

Term deposits 65,495 54,526

Equity securities 6,227 4,383

71,722 58,909

Non-current

Term deposits – 4,229

– 4,229

Total investments 71,722 63,138

Exposure to equity price risk is disclosed in Note 23.

13 Non-currentassetsheldforsale

2014($ ‘ 000)

2013($ ‘ 000)

Property, plant and equipment 3,273 175

Intangible assets 2,100 –

5,373 175

Properties are presented as held for sale when CofCQ’s Board approves the sale of various properties on the capital portfolio management plan.

Notes to the Consolidated Financial Statements Notes to the Consolidated Financial Statements


FINANCIAL OVERVIEW

14 Deferred tax assets

2014($ ‘ 000)

2013($ ‘ 000)

Opening balance 33 –

Carrying forward tax loss credit 106 33

Closing balance 139 33

Deferred tax assets have been recognised in respect to Mission Action Pty Ltd operating activities. CofCQ believe that it is probable that future taxable profit will be available for which CofCQ can use the benefits therefrom.

15 Business acquisitions

Acquisition of aged care facilities

The Carramar Aged Care business and assets of the Carramar (Stanthorpe) Home for Senior Citizens Association were acquired on 1 April 2014.

The acquisitions had the following effect on CofCQ’s assets and liabilities on acquisition date:

Impacting Note

2014($ ‘ 000)

Cash at bank 8 1,444

Trade and other debtors 9 1,406

Prepayments 9 140

Property, plant and equipment 16 13,135

Intangible assets – bed licences 17 2,000

Trade and other creditors 18 (311)

Provisions for leaves 21 (593)

Income in Advance 18 (482)

Accommodation Bonds 18 (7,348)

Gain on business combination (negative goodwill) 9,391

The total consideration paid for the acquisition of the aged care assets and business from the Carramar (Stanthorpe) Home for Senior Citizens Association was $2, which was paid on 1 April 2014.

The following fair values have been determined on acquisition:

(a) The fair value of property, plant and equipment recognised as a result of the business combination is the estimated amount for which a property would be exchanged on the date of acquisition between a willing buyer and a willing seller in an arms length transaction after proper marketing wherein the parties acted knowledgeably.

An external, independent valuation company, having appropriate recognised professional qualifications and recent experience in the location and category of properties being valued, valued the acquired aged care facilities.

In the absence of current prices in an active market the valuations are prepared by considering the estimated net operating profit. A market yield is applied to the estimated net operating profit to arrive at the aged care valuation.



14 Deferred tax assets

2014($ ‘ 000)

2013($ ‘ 000)

Opening balance 33 –

Carrying forward tax loss credit 106 33

Closing balance 139 33

Deferred tax assets have been recognised in respect to Mission Action Pty Ltd operating activities. CofCQ believe that it is probable that future taxable profit will be available for which CofCQ can use the benefits therefrom.

15 Business acquisitions

Acquisition of aged care facilities

The Carramar Aged Care business and assets of the Carramar (Stanthorpe) Home for Senior Citizens Association were acquired on 1 April 2014.

The acquisitions had the following effect on CofCQ’s assets and liabilities on acquisition date:

Impacting Note

2014($ ‘ 000)

Cash at bank 8 1,444

Trade and other debtors 9 1,406

Prepayments 9 140

Property, plant and equipment 16 13,135

Intangible assets – bed licences 17 2,000

Trade and other creditors 18 (311)

Provisions for leaves 21 (593)

Income in Advance 18 (482)

Accommodation Bonds 18 (7,348)

Gain on business combination (negative goodwill) 9,391

The total consideration paid for the acquisition of the aged care assets and business from the Carramar (Stanthorpe) Home for Senior Citizens Association was $2, which was paid on 1 April 2014.

The following fair values have been determined on acquisition:

(a) The fair value of property, plant and equipment recognised as a result of the business combination is the estimated amount for which a property would be exchanged on the date of acquisition between a willing buyer and a willing seller in an arms length transaction after proper marketing wherein the parties acted knowledgeably.

An external, independent valuation company, having appropriate recognised professional qualifications and recent experience in the location and category of properties being valued, valued the acquired aged care facilities.

In the absence of current prices in an active market the valuations are prepared by considering the estimated net operating profit. A market yield is applied to the estimated net operating profit to arrive at the aged care valuation.

16 Property, plant and equipment

Land($ ‘ 000)

Buildings($ ‘ 000)

Plant & equipment

($ ‘ 000)

Capital work in progress

($ ‘ 000)Total

($ ‘ 000)

Balance at 1 July 2012 89,152 312,105 47,043 34,637 482,937

Acquisitions (a) 2,133 24,859 155 29,436 56,583

Transfer from Capital Work in Progress 522 49,217 7,317 (57,056) 0

Transfer from Capital WIP to Expenses – – – (94) (94)

Reclassification from assets held for sale 2,465 3,007 – – 5,472

Disposals – – (1,104) – (1,104)

Balance at 30 June 2013 94,272 389,188 53,411 6,923 543,794

Depreciation and impairment

Balance at 1 July 2012 – (63,228) (25,000) – (88,228)

Depreciation charge for the year – (16,282) (5,736) – (22,018)

Reclassification from assets held for sale – (529) – – (529)

Disposals – – 618 – 618

Balance at 30 June 2013 – (80,039) (30,118) – (110,157)

Carrying value

At 30 June 2013 94,272 309,149 23,293 6,923 433,637

Land($ ‘ 000)

Buildings($ ‘ 000)

Plant & equipment

($ ‘ 000)

Capital work in progress

($ ‘ 000)Total

($ ‘ 000)

Balance at 1 July 2013 94,272 389,188 53,411 6,923 543,794

Acquisitions (a) 390 110 64 21,156 21,720

Acquisitions through business combinations 2,450 10,280 405 – 13,135

Transfer from Capital WIP to Land Stocks (2,711) (2,711)

Transfer from Capital Work in Progress 1,139 9,625 5,436 (16,200) –

Transfer from Capital WIP to Expenses – – – (116) (116)

Transfer to held for sale assets (2,750) (713) (3,463)

Transfer Capital WIP to Gov’t Department – – – (1,201) (1,201)

Disposals (6) (1,074) (3,212) – (4,292)

Balance at 30 June 2014 95,495 407,416 56,104 7,851 566,866

Depreciation and impairment

Balance at 1 July 2013 – (80,039) (30,118) – (110,157)

Depreciation charge for the year – (17,330) (6,053) – (23,383)

Transfer to held for sale assets 190 190

Disposals – 1,063 2,350 – 3,413

Balance at 30 June 2014 – (96,116) (33,821) – (129,937)

Carrying value

At 30 June 2014 95,495 311,300 22,283 7,851 436,929



FINANCIAL OVERVIEW

(a) Net cash outflow on property, plant and equipment acquisition for 2014 is $17,724,406 (2013: $31,783,733). The balance represents assets transferred in.

Leasehold improvements

Leasehold improvements with a carrying value of $14,270,291 (2013: $14,989,623) are included with the carrying values of buildings disclosed above.

17 Intangible assets

2014($ ‘ 000)

2013($ ‘ 000)

Bed licences

Cost

Opening balance 17,663 17,563

Fair value of bed licences brought into operation – 150

Fair value of bed licences deactivated – (50)

Transfer to held for sale assets (2,100)

Fair value of bed licences acquired 2,000 –

Closing balance 17,563 17,663

CofCQ also holds other licences to which no value has been ascribed, due to the difficulty in determining fair value at acquisition, as these licences were acquired over many years and all but an immaterial number prior to 1 January 2000.

2014($ ‘ 000)

2013($ ‘ 000)

Operating motel management rights

Cost

Purchase costs 1,634 1,634

Accumulated amortisation (80) (9)


Total intangible assets 19,117 19,288

The Management Rights are amortised over the remaining term and will be tested for impairment if events or changes in circumstances arise that may necessitate carrying value adjustment. The movement of $70,962 represented amortisation expense for 2014 (2013: $9,138).

18 Tradeandotherpayables

2014($ ‘ 000)

2013($ ‘ 000)

Trade payables and accrued expenses 24,792 24,327

Accommodation bonds 106,369 91,864

Ingoing contributions 110,996 108,300

Total trade and payables 242,157 224,491

Accommodation bonds and ingoing contributions are received from residents upon entry into CofCQ’s facilities and repaid in accordance with the terms of individual resident agreements. These funds are classified as current liabilities as no unconditional right is held to defer settlement for at least 12 months.

In our experience only a proportion of residents will depart from our facilities in any 12 month period and therefore it is reasonable to expect that only a proportion of these liabilities will become due and payable within one year. During the financial year under review, 38% ($30,724,349) of accommodation bonds, and 10% ($10,656,501) of ingoing contributions receipted were refunded. Assuming a similar resident transition rate for 2014-15, $36,298,850 of accommodation bonds and $10,912,343 of ingoing contributions will be refunded within the next 12 month period. All refunds are expected to be funded from contributions received from incoming residents.

A major factor in the significant increase in accommodation bonds was the acquisition of the Carramar Aged Care facilities which included a liability for accommodation bonds of $7,348,463 with minimum corresponding cash flow.

Exposure to liquidity risk related to trade and other payables is disclosed in note 23.

16 Property,plantandequipment(cont.)



19 Non-interest bearing loans and borrowing

2014($ ‘ 000)

2013($ ‘ 000)

Non-Current

Interest-free loans to affiliated churches from the Inter Church Aid scheme 160 165

Total non-interest bearing loans and borrowings 160 165

20 Interest bearing loans and borrowing

2014($ ‘ 000)

2013($ ‘ 000)

Current

Loan – Christian deposits 4 4

Investments from investors through CDF 15,702 16,365

Service fee contributions 2,041 2,795

Total interest bearing loans and borrowings 17,747 19,164

21 Employeebenefits

2014($ ‘ 000)

2013($ ‘ 000)

Current

Salaries and wages accrued 49 62

Liability for long service leave 5,781 5,099

Liability for annual leave 12,647 10,950

Liability for personal leave 623 521

19,100 16,632

Non-current

Liability for long service leave 1,190 981

1,190 981

Total employee benefits 20,290 17,613

Defined contribution superannuation fund

CofCQ makes contributions to a defined contribution superannuation fund. The amount recognised as an expense was $11,681,340 for the financial year ended 30 June 2014 (2013: $10,235,103).

(a) Net cash outflow on property, plant and equipment acquisition for 2014 is $17,724,406 (2013: $31,783,733). The balance represents assets transferred in.

Leasehold improvements

Leasehold improvements with a carrying value of $14,270,291 (2013: $14,989,623) are included with the carrying values of buildings disclosed above.

17 Intangible assets

2014($ ‘ 000)

2013($ ‘ 000)

Bed licences

Cost

Opening balance 17,663 17,563


Fair value of bed licences deactivated – (50)

Transfer to held for sale assets (2,100)

Fair value of bed licences acquired 2,000 –


CofCQ also holds other licences to which no value has been ascribed, due to the difficulty in determining fair value at acquisition, as these licences were acquired over many years and all but an immaterial number prior to 1 January 2000.

2014($ ‘ 000)

2013($ ‘ 000)

Operating motel management rights

Cost

Purchase costs 1,634 1,634

Accumulated amortisation (80) (9)


Total intangible assets 19,117 19,288

The Management Rights are amortised over the remaining term and will be tested for impairment if events or changes in circumstances arise that may necessitate carrying value adjustment. The movement of $70,962 represented amortisation expense for 2014 (2013: $9,138).

18 Tradeandotherpayables

2014($ ‘ 000)

2013($ ‘ 000)

Trade payables and accrued expenses 24,792 24,327

Accommodation bonds 106,369 91,864

Ingoing contributions 110,996 108,300

Total trade and payables 242,157 224,491

Accommodation bonds and ingoing contributions are received from residents upon entry into CofCQ’s facilities and repaid in accordance with the terms of individual resident agreements. These funds are classified as current liabilities as no unconditional right is held to defer settlement for at least 12 months.

In our experience only a proportion of residents will depart from our facilities in any 12 month period and therefore it is reasonable to expect that only a proportion of these liabilities will become due and payable within one year. During the financial year under review, 38% ($30,724,349) of accommodation bonds, and 10% ($10,656,501) of ingoing contributions receipted were refunded. Assuming a similar resident transition rate for 2014-15, $36,298,850 of accommodation bonds and $10,912,343 of ingoing contributions will be refunded within the next 12 month period. All refunds are expected to be funded from contributions received from incoming residents.

A major factor in the significant increase in accommodation bonds was the acquisition of the Carramar Aged Care facilities which included a liability for accommodation bonds of $7,348,463 with minimum corresponding cash flow.

Exposure to liquidity risk related to trade and other payables is disclosed in note 23.

16 Property,plantandequipment(cont.)



FINANCIAL OVERVIEW

22 Deferred income

2014($ ‘ 000)

2013($ ‘ 000)

Current

Deferred government capital grants received (a) 2,448 2,446

2,448 2,446

Non-current


89,168 91,787

Total deferred income 91,616 94,233

(a) The movement in the deferred government capital grants received during the year was as follows:

2014($ ‘ 000)

2013($ ‘ 000)

Balance at 1 July 94,233 88,804

Deferred government capital grants received/(repaid) for the year (171) 7,522

Deferred government capital grants recognised through income (2,446) (2,093)

Net proceeds from capital grants (2,617) 5,429

Balance at 30 June 91,616 94,233

A deferred income liability for government grants received for the purpose of establishing and operating community housing programs has been recognised. As obligations under the term of these agreements are progressively fulfilled, the related income will be recognised on a straight line basis over 40 years through the consolidated statement of comprehensive income.

23 Financial instruments

Overview

CofCQ has exposure to the following risks from its use of financial instruments:

• Credit risk

• Liquidity risk

• Market risk.

This note presents information about CofCQ’s exposure to each of the above risks, its objectives, and policies and processes for measuring and managing risk. Further quantitative disclosures are included throughout this financial report.

The Board members have overall responsibility for the establishment and oversight of the risk management framework, as well as responsibility for developing and monitoring risk management policies. Board members oversee management compliance with risk management policies and procedures, and also periodically review the adequacy of the organisation’s risk management framework.

Risk management policies are established to identify and analyse the risks faced by CofCQ, to set appropriate risk limits and controls, and to monitor risks and adherence to limits. Risk management policies and systems are reviewed regularly to reflect changes in market conditions and CofCQ’s activities. CofCQ, through its training and management standards and procedures, aims to develop a disciplined and constructive control environment in which all employees understand their roles and obligations.

Board members oversee compliance with risk management policies and procedures, and also periodically review the adequacy of the organisation’s risk management framework. The Board is assisted in its oversight role by an Internal Audit team. Regular and adhoc reviews of risk management controls and procedures are undertaken and results reported to the Board.

Credit risk

Credit risk is the risk of financial loss to CofCQ if a customer or counterparty to a financial instrument fails to meet its contractual obligations, and arises principally from the entity’s receivables from customers and other financial assets.

Trade and other receivables

CofCQ’s exposure to credit risk is influenced mainly by the individual characteristics of each customer.

The entity’s customers primarily consist of individual residents occupying independent living units and residential aged care beds, and other customers receiving home and community care services, early childhood, child protection services, community housing and other services.

Losses have occurred infrequently. An allowance for impairment is recognised when it is expected that any receivables are not collectable.

CofCQ does not require any collateral in respect of trade and other receivables.

Other financial assets

As at 30 June 2014, CofCQ has $65,495,444 (2013: $58,754,822) on deposit with Australian approved deposit-taking institutions with investment grade credit ratings. Management does not expect any counterparty to fail to meet its obligations.



22 Deferred income

2014($ ‘ 000)

2013($ ‘ 000)

Current


2,448 2,446

Non-current


89,168 91,787

Total deferred income 91,616 94,233

(a) The movement in the deferred government capital grants received during the year was as follows:

2014($ ‘ 000)

2013($ ‘ 000)

Balance at 1 July 94,233 88,804

Deferred government capital grants received/(repaid) for the year (171) 7,522

Deferred government capital grants recognised through income (2,446) (2,093)

Net proceeds from capital grants (2,617) 5,429

Balance at 30 June 91,616 94,233

A deferred income liability for government grants received for the purpose of establishing and operating community housing programs has been recognised. As obligations under the term of these agreements are progressively fulfilled, the related income will be recognised on a straight line basis over 40 years through the consolidated statement of comprehensive income.

23 Financial instruments

Overview

CofCQ has exposure to the following risks from its use of financial instruments:

• Credit risk

• Liquidity risk

• Market risk.

This note presents information about CofCQ’s exposure to each of the above risks, its objectives, and policies and processes for measuring and managing risk. Further quantitative disclosures are included throughout this financial report.

The Board members have overall responsibility for the establishment and oversight of the risk management framework, as well as responsibility for developing and monitoring risk management policies. Board members oversee management compliance with risk management policies and procedures, and also periodically review the adequacy of the organisation’s risk management framework.

Risk management policies are established to identify and analyse the risks faced by CofCQ, to set appropriate risk limits and controls, and to monitor risks and adherence to limits. Risk management policies and systems are reviewed regularly to reflect changes in market conditions and CofCQ’s activities. CofCQ, through its training and management standards and procedures, aims to develop a disciplined and constructive control environment in which all employees understand their roles and obligations.

Board members oversee compliance with risk management policies and procedures, and also periodically review the adequacy of the organisation’s risk management framework. The Board is assisted in its oversight role by an Internal Audit team. Regular and adhoc reviews of risk management controls and procedures are undertaken and results reported to the Board.

Credit risk

Credit risk is the risk of financial loss to CofCQ if a customer or counterparty to a financial instrument fails to meet its contractual obligations, and arises principally from the entity’s receivables from customers and other financial assets.

Trade and other receivables

CofCQ’s exposure to credit risk is influenced mainly by the individual characteristics of each customer.

The entity’s customers primarily consist of individual residents occupying independent living units and residential aged care beds, and other customers receiving home and community care services, early childhood, child protection services, community housing and other services.

Losses have occurred infrequently. An allowance for impairment is recognised when it is expected that any receivables are not collectable.

CofCQ does not require any collateral in respect of trade and other receivables.

Other financial assets

As at 30 June 2014, CofCQ has $65,495,444 (2013: $58,754,822) on deposit with Australian approved deposit-taking institutions with investment grade credit ratings. Management does not expect any counterparty to fail to meet its obligations.

23 Financialinstruments(cont.)

Exposure to credit risk

The carrying amount of CofCQ’s financial assets represents the maximum credit exposure.

Included within trade and other debtors is $9,801,374 (2013: $9,875,947) in unpaid accommodation bonds from residents who have contractually committed to entering into residential aged care facilities at reporting date. Pursuant to the Aged Care Act 1997, a resident must not be required to pay a lump sum accommodation bond until six months after entry to the residential aged care facility. Accordingly these unpaid accommodation bonds have not been presented as past due.

Liquidity risk

Liquidity risk is the risk that CofCQ will not be able to meet its financial obligations as they fall due.

Liquidity is closely monitored and effectively managed to ensure, that sufficient liquidity will be available to meet all liabilities when due under both normal and stressed conditions without incurring unacceptable losses or risking damage to CofCQ’s reputation.

Cash deposits are managed to ensure sufficient cash is available on demand to meet expected operational expenses for a minimum period of 60 days.

Market risk

Exposure to currency risk, interest rate risk and other market price risks at the reporting date is set out below.

Currency risk

CofCQ is not exposed to foreign currency risk.

Interest rate risk

Interest rate risk refers to the risk that the value of a financial instrument, or cash flows associated with the instrument, will fluctuate due to changes in market interest rates.

Interest rate risk arises from interest-bearing financial assets and liabilities utilised by CofCQ. Interest-bearing financial assets are generally short-term liquid assets.

Interest rate risk arises primarily from investments in cash, cash equivalents and external borrowings all at variable interest rates exposing the entity to cash flow interest rate risk. Interest rate risk exposure is not actively hedged, as it is considered that the relative cash assets and liabilities provide a natural hedge.

Fair values

Carrying amounts of financial assets and liabilities recorded in the consolidated financial statements represent their net fair values, as determined in accordance with the accounting policies disclosed in Notes 2(i), 2(j) and 2(p).

24 Operating leases

Leases as lessee

Non-cancellable operating lease expense commitments

Future operating lease commitments not provided for in the financial statements and payable:

2014($ ‘ 000)

2013($ ‘ 000)

Less than one year 1,170 749

Between one and five years 576 700

More than five years 337 352

Total commitments under operating leases 2,083 1,801

The entity leases property under non-cancellable operating leases. Leases generally include a right of renewal at which time all terms are renegotiated.

During the financial year ended 30 June 2014, $1,696,129 was recognised as an expense in the operating result in respect of operating leases (2013: $905,342).

Leases as lessor

Property is leased to other entities under non-cancellable operating leases. The future minimum lease payments under these leases are as follows:

2014($ ‘ 000)

2013($ ‘ 000)

Less than one year 192 42

Between one and five years 326 –

More than five years 240 –

Total commitments under operating leases 758 42

During the financial year ended 30 June 2014, $272,799 was recognised as income in the operating result in respect of operating leases (2013: $64,154).



FINANCIAL OVERVIEW

25 Capitalandothercommitments

2014($ ‘ 000)

2013($ ‘ 000)

Capital expenditure commitments

Contracted but not provided for and payable:

Within one year 1,611 3,515

Total capital expenditure commitments 1,611 3,515

26 Reconciliationofcashflowsfromoperatingactivities

2014($ ‘ 000)

2013($ ‘ 000)

Net profit for the period 7,886 1,577

Adjustments for:

Add depreciation of property, plant and equipment 23,383 22,018

Add amortisation of intangible assets 71 9

Add gross impairment loss on investment assets – 1,155

Add assets write-off 104 94

Add loss/(gain) on net realisable value of inventories – 1,909

Add loss/(gain) on fair value of investments (541) (240)

Less deferred government capital grants recognised through income (2,446) –

Less (gain) on recognition of bed licences – (100)

Less (gain) on business combination (9,391) (6,893)

Less (gain) on disposal of property, plant and equipment (410) (14)

Less retention incomes (7,091) (6,346)

Less non-cash gifts in kind – capital assets (500) –

Operating profit before changes in working capital and provisions 11,065 13,168

(Increase)/decrease in trade and other receivables 387 1,104

(Increase)/decrease in inventories (2,536) –

Increase/(decrease) in trade payables and accrued expenses (327) (1,869)

Increase/(decrease) in loans and borrowings through CDF activities (1,417) (999)

Increase/(decrease) in provisions and employee benefits 2,084 2,536

Increase/(decrease) in provision for income tax (106) (33)

Net cash flow from operating activities 9,150 13,907

27 Related parties

Transactions with key management personnel

RemunerationofBoardmembers

Non-executive Board members serve in a voluntary, non-paid capacity. Board members are eligible for reimbursement of costs incurred in the performance of their duties.

From time to time, Board members of CofCQ or their relatives may use the services provided by CofCQ. The charges to Board members or their relatives are on the same terms and conditions as those incurred by any other members of the public, and are subject to the income and assets tests (if applicable) set down by various government departments.

Key management personnel

As senior officers of CofCQ, the Executive Team were responsible for planning, directing and controlling the entity’s activities. During the 2013-14 financial year T Hurst was appointed as Director Business Support. At 30 June 2014, the Executive Team members were as follows: D Phelan, P Cranna, D Swain, D Millwood, G Weatherall, T Dean, S Slade, and T Hurst.

In addition to their salaries, employees of CofCQ who are members of the Executive Team are also provided with non-cash benefits.



25 Capitalandothercommitments

2014($ ‘ 000)

2013($ ‘ 000)

Capital expenditure commitments

Contracted but not provided for and payable:

Within one year 1,611 3,515

Total capital expenditure commitments 1,611 3,515

26 Reconciliationofcashflowsfromoperatingactivities

2014($ ‘ 000)

2013($ ‘ 000)

Net profit for the period 7,886 1,577

Adjustments for:

Add depreciation of property, plant and equipment 23,383 22,018

Add amortisation of intangible assets 71 9

Add gross impairment loss on investment assets – 1,155

Add assets write-off 104 94

Add loss/(gain) on net realisable value of inventories – 1,909

Add loss/(gain) on fair value of investments (541) (240)

Less deferred government capital grants recognised through income (2,446) –

Less (gain) on recognition of bed licences – (100)

Less (gain) on business combination (9,391) (6,893)

Less (gain) on disposal of property, plant and equipment (410) (14)

Less retention incomes (7,091) (6,346)

Less non-cash gifts in kind – capital assets (500) –

Operating profit before changes in working capital and provisions 11,065 13,168

(Increase)/decrease in trade and other receivables 387 1,104

(Increase)/decrease in inventories (2,536) –

Increase/(decrease) in trade payables and accrued expenses (327) (1,869)

Increase/(decrease) in loans and borrowings through CDF activities (1,417) (999)

Increase/(decrease) in provisions and employee benefits 2,084 2,536

Increase/(decrease) in provision for income tax (106) (33)

Net cash flow from operating activities 9,150 13,907

27 Related parties

Transactions with key management personnel

RemunerationofBoardmembers

Non-executive Board members serve in a voluntary, non-paid capacity. Board members are eligible for reimbursement of costs incurred in the performance of their duties.

From time to time, Board members of CofCQ or their relatives may use the services provided by CofCQ. The charges to Board members or their relatives are on the same terms and conditions as those incurred by any other members of the public, and are subject to the income and assets tests (if applicable) set down by various government departments.

Key management personnel

As senior officers of CofCQ, the Executive Team were responsible for planning, directing and controlling the entity’s activities. During the 2013-14 financial year T Hurst was appointed as Director Business Support. At 30 June 2014, the Executive Team members were as follows: D Phelan, P Cranna, D Swain, D Millwood, G Weatherall, T Dean, S Slade, and T Hurst.

In addition to their salaries, employees of CofCQ who are members of the Executive Team are also provided with non-cash benefits.

27 Relatedparties(cont.)

Key management personnel compensation

The key management personnel compensation paid by CofCQ is as follows:

2014($ ‘ 000)

2013($ ‘ 000)

Short-term employee benefits 1,589 1,431

Other long-term benefits 158 126

Post-employment benefits 123 106

Total key management personnel compensation 1,870 1,663

Identityofrelatedparties

CofCQ has a related party relationship with affiliated churches in Queensland.

Related party transactions

CofCQ manages an insurance service that negotiates bulk insurance cover for CofCQ affiliated churches and its divisions. The premium amounts paid to CofCQ from affiliated churches were:

2014($ ‘ 000)

2013($ ‘ 000)

Affiliated churches 292 280

• Affiliation contributions, the amounts that affiliated churches contribute towards the costs incurred on their behalf by CofCQ, for the year is $71,728 (2013: $81,369).

• Grants paid to affiliated churches for the year is $98,620 (2013: $260,570).

• Interest paid on investments with CDF from affiliated churches for the year is $422,699 (2013: $447,177).

• Investments held with CDF from affiliated churches at the end of the year is $8,774,727 (2013: $8,247,465).

• The balance of secured loans made to affiliated churches at the end of the year is $3,180,024 (2013: $4,096,914).

• During the year CofCQ has received a capital gifts in kind from Wynnum Church of Christ to the value of $500,000

28 Group entities

Country of incorporationOwnership interest (%)

2014 2013

Significant subsidiaries

Lifecycle Properties Limited Australia 100 100

Mission Action Proprietary Limited Australia 100 100

The financial results of these companies have been consolidated into these consolidated financial statements. The results have not been disclosed separately as they are not significant.

CofCQ has undertaken to financially support the operations of Lifecycle Properties Limited and Mission Action Proprietary Limited.

29 Subsequent events

There is no matter or circumstance that has arisen in the interval between the end of the financial year and the date of this report nor any item, transaction or event of a material and unusual nature likely, in the opinion of the Board members, to affect significantly the operations of CofCQ, the results of those operations, or the state of affairs of CofCQ in future financial years.

30 Economic dependency

CofCQ is dependent to a material extent upon government subsidies and grants to fund its operations. The continued support and funding of services by the government is subject to regular review and accreditation requirements, and gives rise to possible contingent liabilities in respect of capital funds received in prior years.

31 Contingencies

2014($ ‘ 000)

2013($ ‘ 000)

Contingent liabilities not considered remote

Capital Grants 6,819 5,786

The organisation has received several capital grants for the construction of buildings to be used in the Care Services division (Churches of Christ Care). It is the intention of the organisation to continue operating these services and to work together with the respective funding bodies in seeking continuity of operational funding and further capital grants.

These capital funds were provided by the Federal Government and State Government. Formal written agreements are currently in place for many of the capital grants. Based on these agreements and in some cases, on subsequent written communication, related contingent liabilities have been assessed as at 30 June 2014 at $6,818,771.



FINANCIAL OVERVIEW

32 Statement of residential aged care services

The following additional information is required by the Department of Health and Ageing in respect to the Conditional Adjustment Payment regulations.

Statement of residential aged care

Information presented in respect of “residential aged care services” as a reportable business stream is required by the Department of Health and Ageing. Other CofCQ care services are not required to be reported separately.

The residential aged care service results, assets and liabilities include items directly attributable, on a reasonable basis to the services provided to residents of aged care facilities operated by CofCQ.

The service stream capital expenditure is the total cost incurred during the period to acquire residential aged care assets that are expected to be used for more than one period.

Geographical business stream

Residential aged care operations are located predominantly in Queensland and Victoria, Australia.

Residential aged care facilities

2014($ ‘ 000)

2013($ ‘ 000)

Revenue

Government subsidies 98,607 91,023

Resident charges 32,591 29,297

Bond retentions 1,179 1,093

Interest income from residents 798 965

Donations 87 405

Other income 268 3,551

133,530 126,334

Expense

Care services employee expenses 70,117 66,761

Other employee expenses 17,050 13,248

Management fees 11,604 10,827


Depreciation and amortisation 10,583 10,252

Other expenses 20,523 21,772

130,197 123,348

Result 3,333 2,986

Additionalinformationfortheabove


Insurance recovery income – 3,066

Assets

Current assets 14,687 8,981

Non-current assets 171,255 181,128

185,942 190,109

Liabilities

Current liabilities 117,575 110,918

Non-current liabilities 745 1,203

118,320 112,121

Net assets 67,622 77,988

Accommodation bond liabilities 106,369 91,864

CofCQ maintains a single balance sheet and operates centralised treasury and accounts payable functions. Accordingly, the assets and liabilities disclosure above represents only the assets and liabilities that are clearly attributable to the residential aged care service stream.



32 Statement of residential aged care services

The following additional information is required by the Department of Health and Ageing in respect to the Conditional Adjustment Payment regulations.

Statement of residential aged care

Information presented in respect of “residential aged care services” as a reportable business stream is required by the Department of Health and Ageing. Other CofCQ care services are not required to be reported separately.

The residential aged care service results, assets and liabilities include items directly attributable, on a reasonable basis to the services provided to residents of aged care facilities operated by CofCQ.

The service stream capital expenditure is the total cost incurred during the period to acquire residential aged care assets that are expected to be used for more than one period.

Geographical business stream

Residential aged care operations are located predominantly in Queensland and Victoria, Australia.

Residential aged care facilities

2014($ ‘ 000)

2013($ ‘ 000)

Revenue

Government subsidies 98,607 91,023

Resident charges 32,591 29,297

Bond retentions 1,179 1,093

Interest income from residents 798 965

Donations 87 405

Other income 268 3,551

133,530 126,334

Expense

Care services employee expenses 70,117 66,761

Other employee expenses 17,050 13,248

Management fees 11,604 10,827


Depreciation and amortisation 10,583 10,252

Other expenses 20,523 21,772

130,197 123,348

Result 3,333 2,986

Additionalinformationfortheabove


Insurance recovery income – 3,066

Assets

Current assets 14,687 8,981

Non-current assets 171,255 181,128

185,942 190,109

Liabilities

Current liabilities 117,575 110,918

Non-current liabilities 745 1,203

118,320 112,121

Net assets 67,622 77,988

Accommodation bond liabilities 106,369 91,864

CofCQ maintains a single balance sheet and operates centralised treasury and accounts payable functions. Accordingly, the assets and liabilities disclosure above represents only the assets and liabilities that are clearly attributable to the residential aged care service stream.

Board members’ declarationFor the year ended 30 June 2014

1 In the opinion of the Board members of Churches of Christ in Queensland:

(a) theconsolidatedfinancialstatementsandnotes,setoutonpages98to118,aredrawn up in accordance with applicable Australian Accounting Standards, so as to presentfairlytheconsolidatedfinancialpositionofCofCQasat30June2014,andofitsperformanceforthefinancialyearendedonthatdate;and

(b) comply with Australian Accounting Standards – Reduced Disclosure Regime and theAustralianCharitiesandNot-for-profitsCommission(ACNC)Act2012.

2 TherearereasonablegroundstobelievethatChurchesofChristinQueenslandwillbeable to pay its debts as and when they become due and payable.

Signed in accordance with a resolution of the Board members:


Nigel King Chair of the Board Corporate Governance Committee/Board Member

Dated at Brisbane this 29th day of September 2014.



FINANCIAL OVERVIEW

Grant Thornton Audit Pty Ltd ABN 91 130 913 594 Level 18 145 Ann Street Brisbane Queensland 4000 GPO Box 1008 Brisbane Queensland 4001 T + 61 7 3222 0200 F + 61 7 3222 0444 E [email protected] W www.grantthornton.com.au

Grant Thornton Australia Limited ABN 41 127 556 389 ‘Grant Thornton’ refers to the brand under which the Grant Thornton member firms provide assurance, tax and advisory services to their clients and/or refers to one or more member firms, as the context requires. Grant Thornton Australia Ltd is a member firm of Grant Thornton International Ltd (GTIL). GTIL and the member firms are not a worldwide partnership. GTIL and each member firm is a separate legal entity. Services are delivered by the member firms. GTIL does not provide services to clients. GTIL and its member firms are not agents of , and do not obligate one another and are not liable for one another’s acts or omissions in the Australian context only, the use of the term ‘Grant Thornton’ may refer to Grant Thornton Australia Limited ABN 41 127 556 389 and its Australian subsidiaries and related entities. GTIL is not an Australian related entity to Grant Thornton Australia Limited. Liability limited by a scheme approved under Professional Standards Legislation. Liability is limited in those States where current scheme applies.

Independent Auditor’s Report

To the Board Members of Churches of Christ in Queensland

We have audited the accompanying financial report of Churches of Christ in Queensland, which comprises the statement of financial position as at 30 June 2014, the statement of profit or loss and other comprehensive income, statement of changes in equity and statement of cash flows for the year then ended, notes comprising a summary of significant accounting policies and other explanatory information and the board members declaration of the consolidated entity comprising Churches of Christ in Queensland and the entities it controlled at the year’s end or from time to time during the financial year.

Board members’ responsibility for the financial report The board members of Churches of Christ in Queensland 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. The board members’ responsibility also includes such internal control as the board members 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.

Auditor’s responsibility

Our responsibility is to express an opinion on the financial report based on our audit. We conducted our audit in accordance with Australian Auditing Standards. Those standards require us to comply with relevant ethical requirements relating to audit engagements and plan and perform the audit to obtain reasonable assurance whether the financial report is free from material misstatement.

An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial report. The procedures selected depend on the auditor’s judgement, including the assessment of the risks of material misstatement of the financial report, whether due to fraud or error.










INDEPENDENT AUDITOR’S REPORT TotheBoardMembersofChurchesofChristinQueensland

WehaveauditedtheaccompanyingfinancialreportofChurchesofChristinQueensland,whichcomprisesthestatementoffinancialpositionasat30June2014,thestatementofprofitorlossandothercomprehensiveincome,statementofchangesinequityandstatementofcashflowsfortheyearthenended,notescomprisingasummaryofsignificantaccountingpoliciesandotherexplanatoryinformationand the board members declaration of the consolidated entity comprising Churches of Christ in Queenslandandtheentitiesitcontrolledattheyear’sendorfromtimetotimeduringthefinancialyear.

Boardmembers’responsibilityforthefinancialreport

TheboardmembersofChurchesofChristinQueenslandareresponsibleforthepreparationofthefinancialreportthatgivesatrueandfairviewinaccordancewithAustralianAccountingStandards-ReducedDisclosureRequirementsandtheAustralianCharitiesandNot-for-profitsCommissionAct2012.Theboardmembers’responsibilityalsoincludessuchinternalcontrolastheboardmembersdetermineisnecessarytoenablethepreparationofthefinancialreportthatgivesatrueandfairviewandis free from material misstatement, whether due to fraud or error.


Ourresponsibilityistoexpressanopiniononthefinancialreportbasedonouraudit.WeconductedourauditinaccordancewithAustralianAuditingStandards.Thosestandardsrequireustocomplywithrelevant ethical requirements relating to audit engagements and plan and perform the audit to obtain reasonableassurancewhetherthefinancialreportisfreefrommaterialmisstatement.

An audit involves performing procedures to obtain audit evidence about the amounts and disclosures inthefinancialreport.Theproceduresselecteddependontheauditor’sjudgement,includingtheassessmentoftherisksofmaterialmisstatementofthefinancialreport,whetherduetofraudorerror.

GrantThorntonAustraliaLimitedABN41127556389

‘GrantThornton’referstothebrandunderwhichtheGrantThorntonmemberfirmsprovideassurance,taxandadvisoryservicestotheirclientsand/orreferstooneormorememberfirms,asthecontextrequires.GrantThorntonAustraliaLtdisamemberfirmofGrantThorntonInternationalLtd(GTIL).GTILandthememberfirmsarenotaworldwidepartnership.GTILandeachmemberfirmisaseparatelegalentity.Servicesaredeliveredbythememberfirms.GTILdoesnotprovideservicestoclients.GTILanditsmemberfirmsarenotagentsof,anddonotobligateoneanotherandarenotliableforoneanother’sactsoromissionsintheAustraliancontextonly,theuseoftheterm‘GrantThornton’mayrefertoGrantThorntonAustraliaLimitedABN41127556389anditsAustraliansubsidiariesandrelatedentities.GTILisnotanAustralianrelatedentitytoGrantThorntonAustraliaLimited.

Liability limited by a scheme approved under Professional Standards Legislation. Liability is limited in those States where current scheme applies.


In making those risk assessments, the auditor considers internal control relevant to the Churches of Christ inQueensland’spreparationofthefinancialreportthatgivesatrueandfairviewinordertodesignauditprocedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Churches of Christ in Queensland’s internal control.

An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by the board members, as well as evaluating the overall presentation of the financialreport.

Webelievethattheauditevidencewehaveobtainedissufficientandappropriatetoprovideabasisforouraudit opinion.

Independence

In conducting our audit, we have complied with the independence requirements of the Accounting ProfessionalandEthicalStandardsBoardandtheAustralianCharitiesandNot-for-profitsCommissionAct2012.

Auditor’s opinion

InouropinionthefinancialreportofChurchesofChristinQueenslandisinaccordancewiththeAustralianCharitiesandNot-for-profitsCommissionAct2012,including:

i givingatrueandfairviewoftheChurchesofChristinQueensland’sfinancialpositionasat30June2014 and of its performance for the year ended on that date; and

ii complying with Australian Accounting Standards- Reduced Disclosure Requirements and the AustralianCharitiesandNot-for-profitsCommissionRegulation2013.

Grant Thornton Audit Pty Ltd Chartered Accountants

S G Hancox Partner - Audit & Assurance

Brisbane, 29 September 2014

In making those risk assessments, the auditor considers internal control relevant to the Churches of Christ in Queensland’s preparation of the financial report that gives a true and fair view 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 Churches of Christ in Queensland’s internal control.

An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by the board members, as well as evaluating the overall presentation of the financial report.

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.

Independence

In conducting our audit, we have complied with the independence requirements of the Accounting Professional and Ethical Standards Board and the Australian Charities and Not-for-profits Commission Act 2012.

Auditor’s opinion

In our opinion the financial report of Churches of Christ in Queensland is in accordance with the Australian Charities and Not-for-profits Commission Act 2012, including:

i giving a true and fair view of the Churches of Christ in Queensland’s financial position as at 30 June 2014 and of its performance for the year ended on that date; and

ii complying with Australian Accounting Standards- Reduced Disclosure Requirements and the Australian Charities and Not-for-profits Commission Regulation 2013.

GRANT THORNTON AUDIT PTY LTD Chartered Accountants

S G Hancox Partner - Audit & Assurance Brisbane, 29 September 2014


FINANCIAL OVERVIEW



















AUDITOR’S INDEPENDENCE DECLARATION TotheBoardMembersofChurchesofChristinQueensland

Inaccordancewiththerequirementsofsection60-40oftheAustralianCharitiesandNot-for-profitsCommission Act 2012, as lead auditor for the audit of Churches of Christ in Queensland for the year ended 30 June 2014, I declare that, to the best of my knowledge and belief, there have been no contraventions of any applicable code of professional conduct in relation to the audit.

Grant Thornton Audit Pty Ltd Chartered Accountants

Simon Hancox Partner - Audit & Assurance

Brisbane, 29 September 2014

GrantThorntonAustraliaLimitedABN41127556389

‘GrantThornton’referstothebrandunderwhichtheGrantThorntonmemberfirmsprovideassurance,taxandadvisoryservicestotheirclientsand/orreferstooneormorememberfirms,asthecontextrequires.GrantThorntonAustraliaLtdisamemberfirmofGrantThorntonInternationalLtd(GTIL).GTILandthememberfirmsarenotaworldwidepartnership.GTILandeachmemberfirmisaseparatelegalentity.Servicesaredeliveredbythememberfirms.GTILdoesnotprovideservicestoclients.GTILanditsmemberfirmsarenotagentsof,anddonotobligateoneanotherandarenotliableforoneanother’sactsoromissionsintheAustraliancontextonly,theuseoftheterm‘GrantThornton’mayrefertoGrantThorntonAustraliaLimitedABN41127556389anditsAustraliansubsidiariesandrelatedentities.GTILisnotanAustralianrelatedentitytoGrantThorntonAustraliaLimited.

Liability limited by a scheme approved under Professional Standards Legislation. Liability is limited in those States where current scheme applies.


Remain in me, and I will remain in you. No branch can bear fruit by itself; it must remain in the vine. Neither can you bear fruit unless you remain in me. I am the vine, you are the branches. John 15:4, 5b NIV


FINANCIAL OVERVIEW

Kingdom Access PointsChurches of Christ in Queensland provides housing solutions across many regions in Queensland in addition to the indicated locations.ThereisextensivehousingsupportacrossIpswich,RedcliffeandtheGoldCoastregions.Housingprojectsarealsoacross Central Queensland, South Burnett, South West and Southern Downs regions.

Churches of Christ in Queensland also provides community care in many regions across Queensland in addition to the indicated locations.TheseareasincludeBlackallandsurroundingdistrict,theMoretonBayRegion,suburbsacrossBrisbane,the Darling Downs, Fraser Coast, Gold and Sunshine Coasts, West Moreton and as far down as Murwillumbah and Ballina NSW.

Location Chur

ches

Early

Ch

ildho

od

Child

, You

th

and

Fam

ily

(Pat

hway

s)

Hous

ing/

Ho

me

Assi

st

Secu

re

Com

mun

ity

Care

Resi

dent

ial

Aged

Car

e

Retir

emen

t Vi

llage

s

Sout

h-Ea

st Q

ld

BRISBANEAcacia Ridge

Annerley

Bellbowrie

Boondall

Calamvale

Camp Hill

City Central – Ann Street

Forest Lake

Goodna

Hawthorne

Jamboree Heights

Holland Park

Kenmore

Mitchelton

Moorooka

Spring Hill

Sunnybank

Upper Kedron

Wynnum

Zillmere

NORTHERN ZONEArana Hills

Bray Park

Bribie Island

Buderim

Caboolture

Caloundra

Kallangur

Nambour

Narangba

Redcliffe

Sippy Downs

Wamuran

Woorim

SOUTHERN ZONEAlexandra Hills

Benowa

Berrinba

Browns Plains

Burleigh Heads

Capalaba

Chambers Flat

Greenbank

Hillcrest

Labrador

Logan

Nerang

Robina

Southport

Springwood

Springfield

Yatala


Location Chur

ches

Early

Ch

ildho

od

Child

, You

th

and

Fam

ily

(Pat

hway

s)

Hous

ing/

Ho

me

Assi

st

Secu

re

Com

mun

ity

Care

Resi

dent

ial

Aged

Car

e

Retir

emen

t Vi

llage

s

Sout

h-Ea

st Q

ld

BRISBANEAcacia Ridge

Annerley

Bellbowrie

Boondall

Calamvale

Camp Hill

City Central – Ann Street

Forest Lake

Goodna

Hawthorne

Jamboree Heights

Holland Park

Kenmore

Mitchelton

Moorooka

Spring Hill

Sunnybank

Upper Kedron

Wynnum

Zillmere

NORTHERN ZONEArana Hills

Bray Park

Bribie Island

Buderim

Caboolture

Caloundra

Kallangur

Nambour

Narangba

Redcliffe

Sippy Downs

Wamuran

Woorim

SOUTHERN ZONEAlexandra Hills

Benowa

Berrinba

Browns Plains

Burleigh Heads

Capalaba

Chambers Flat

Greenbank

Hillcrest

Labrador

Logan

Nerang

Robina

Southport

Springwood

Springfield

Yatala

Location Chur

ches

Early

Ch

ildho

od

Child

, You

th

and

Fam

ily

(Pat

hway

s)

Hous

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Ho

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Assi

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Secu

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Com

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Care

Resi

dent

ial

Aged

Car

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Retir

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t Vi

llage

s

Sout

h-Ea

st Q

ld (C

ont.)

WESTERN ZONEBoonah

Booval

Bundamba

Fassifern

Fernvale

Gatton

Harrisville

Ipswich

Kalbar

Leichhardt

Lowood

Ma Ma Creek

Marburg

Mt Walker

Raceview

Rosevale

Silverdale

Withcott

Nth

& C

entr

al Q

ld

Blackall

Cairns

Gladstone

Mackay

Mareeba

Mount Isa

Normanton

Outback

Rockhampton

Tablelands–Walkamin

Townsville

Wid

e Ba

y Bu

rnet

t

Bundaberg

Gin Gin

Gympie

Hervey Bay

Kingaroy

Maryborough

Murgon

Tiaro

Darli

ng D

owns

SW

Qld

Bongeen

Chinchilla

Crows Nest

Cunnamulla

Dalby

Highfields

Inglewood

Kingsthorpe

Roma

Stanthorpe

St George

Toowoomba

Warwick

Vic

Essendon

Murrumbeena

Oakleigh

Ormond


FINANCIAL OVERVIEW

Directory of Affiliated ChurchesChurches of Christ in Queensland is a Christ-following movement of people, who are a part of the broader Christian Church. Our movement includes over 60 local churches that together represent the wide spectrum of life and geography that is the state of Queensland. Additionally, Churches of Christ in Queensland includes dozens of new Christian faith communities which may be conducted in homes, schools, aged care centres, childcare centres, housing sites, coffee shops, local parks or community centres. Themajorityofthesegroupshavecommencedinthelasttwoyears.Thesenewkingdomaccesspointsarenotreflectedinthestatistics below, yet they represent over 2,000 people connected with Churches of Christ in Queensland as their main community of faith.

Affiliated Churches Average total attendance to worship services (weekly)

Active members

Baptisms Membership Year

Aboriginal & Islander Christian Fellowship 150 50 0 1929

Acacia Ridge Church of Christ 20 19 0 1953

Ann Street Church of Christ (Brisbane City) 45 35 1 1883

Annerley Church of Christ 40 35 0 1913

Arana Hills Church of Christ 180 136 8 1966

Avenell Heights Church of Christ (Bundaberg) 28 28 0 1970

Bethel Christian Fellowship (Moorooka) 6 6 0 2011

Bongeen Church of Christ 31 77 1 1977

Boonah Church of Christ 71 70 0 1894

Boondall Church of Christ 31 44 0 1916

Bribie Island Church of Christ 60 37 0 1975

Brisbane North Church of Christ (Kedron) 42 61 2 1992

Browns Plains Church of Christ 30 37 4 1980

BundabergChurchofChrist(TwyfordStreet) 230 113 3 1923

Burleigh Heads Church of Christ 90 122 7 1982

Caboolture Living Hope Church of Christ 41 29 2 1986

Caloundra Church of Christ 273 197 2 1974

Camp Hill Church of Christ 55 36 1 1957

Chinchilla Church of Christ 100 61 5 1951

Dalby Church of Christ 54 48 1 1956

Door of Hope Church of Christ (Maryborough) 82 85 4 1892

Fernvale Community Church 42 35 7 1997

Gatton Church of Christ 67 44 6 1955

Gladstone Church of Christ 122 86 2 1953

Good Shepherd Church of Christ (Brisbane City) 65 6 0 2011

Gympie Church of Christ 105 65 1 1886

Hervey Bay Church of Christ 47 29 0 1974

HighfieldsChurchofChrist 136 57 0 2002

HumeRidgeChurchofChrist(Toowoomba) 978 561 44 1882

Kingaroy Church of Christ 115 82 4 1909

Kingsthorpe Church of Christ 31 24 2 1988

Lakeshore Community Church of Christ (Buderim North)

170 154 4 2002


Directory of Affiliated ChurchesChurches of Christ in Queensland is a Christ-following movement of people, who are a part of the broader Christian Church. Our movement includes over 60 local churches that together represent the wide spectrum of life and geography that is the state of Queensland. Additionally, Churches of Christ in Queensland includes dozens of new Christian faith communities which may be conducted in homes, schools, aged care centres, childcare centres, housing sites, coffee shops, local parks or community centres. Themajorityofthesegroupshavecommencedinthelasttwoyears.Thesenewkingdomaccesspointsarenotreflectedinthestatistics below, yet they represent over 2,000 people connected with Churches of Christ in Queensland as their main community of faith.


Active members


Aboriginal & Islander Christian Fellowship 150 50 0 1929

Acacia Ridge Church of Christ 20 19 0 1953

Ann Street Church of Christ (Brisbane City) 45 35 1 1883

Annerley Church of Christ 40 35 0 1913

Arana Hills Church of Christ 180 136 8 1966

Avenell Heights Church of Christ (Bundaberg) 28 28 0 1970

Bethel Christian Fellowship (Moorooka) 6 6 0 2011

Bongeen Church of Christ 31 77 1 1977

Boonah Church of Christ 71 70 0 1894

Boondall Church of Christ 31 44 0 1916

Bribie Island Church of Christ 60 37 0 1975

Brisbane North Church of Christ (Kedron) 42 61 2 1992

Browns Plains Church of Christ 30 37 4 1980

BundabergChurchofChrist(TwyfordStreet) 230 113 3 1923

Burleigh Heads Church of Christ 90 122 7 1982

Caboolture Living Hope Church of Christ 41 29 2 1986

Caloundra Church of Christ 273 197 2 1974

Camp Hill Church of Christ 55 36 1 1957

Chinchilla Church of Christ 100 61 5 1951

Dalby Church of Christ 54 48 1 1956

Door of Hope Church of Christ (Maryborough) 82 85 4 1892

Fernvale Community Church 42 35 7 1997

Gatton Church of Christ 67 44 6 1955

Gladstone Church of Christ 122 86 2 1953

Good Shepherd Church of Christ (Brisbane City) 65 6 0 2011

Gympie Church of Christ 105 65 1 1886

Hervey Bay Church of Christ 47 29 0 1974

HighfieldsChurchofChrist 136 57 0 2002

HumeRidgeChurchofChrist(Toowoomba) 978 561 44 1882

Kingaroy Church of Christ 115 82 4 1909

Kingsthorpe Church of Christ 31 24 2 1988

Lakeshore Community Church of Christ (Buderim North)

170 154 4 2002


Active members


Lowood Church of Christ 14 11 0 1949

Ma Ma Church of Christ 18 23 1 1885

Mackay Church of Christ 75 66 3 1937

Marburg Church of Christ 15 14 1 1895

Mount Walker Church of Christ 48 35 1 1884

Murgon Church of Christ 20 18 4 1960

New Life Community Church 36 30 0 2013

OasisChurch(Springfield&Bundamba) 136 61 0 2002

Outback Church of Christ 52 66 0 1991

Redcliffe Church of Christ 58 83 4 1956

Redlands Church of Christ 25 41 0 1979

Rising Sun International Church (Moorooka) 50 30 0 1931

Rivers Church (Moreton Bay) 295 338 6 1975

Riverwood Ministries Church of Christ (Chambers Flat) 20 20 0 1992

Rockhampton Church of Christ 28 29 0 1928

Roma Church of Christ 75 84 1 1888

Rosevale Church of Christ 36 31 0 1891

Sanctuary Park Church of Christ (Nambour) 98 105 0 1951

Silverdale Church of Christ 68 55 1 1920

Southport Church of Christ 936 734 3 1957

Springwood Church of Christ 265 154 10 1974

Sunnybank Church of Christ 175 69 2 1914

The Lakes Church (Cairns & Tablelands) 270 225 17 1969

Toowoomba North Church of Christ 265 207 4 1922

Townsville Church of Christ 35 19 1 1930

Vietnamese Church of Faith (Jamboree Heights) 26 32 1 2004

Warwick Church of Christ 52 51 4 1883

Westside Church of Christ (Jamboree Heights) 157 139 9 1993

Whitehill Church of Christ 327 186 8 1922

Withcott Church of Christ 105 100 1 1982

Wynnum Church of Christ 20 41 1 1925

Zillmere Church of Christ 24 17 5 1882

TOTAL 7361 5583 199


FINANCIAL OVERVIEW

HEAD OFFICE

Administration

41BrookfieldRoadKenmoreQld4069PO Box 508 Kenmore 4069Phone: (07) 3327 1600Fax: (07) 3878 1268Email: [email protected]: www.care.cofcqld.com.au

EARLY CHILDHOOD SERVICES

Long Day CareChinchilla CunnamullaHawthorneJamboree HeightsKallangur North BuderimRaceviewSouthportSt George Withcott

KindergartenCunnamullaGoodnaHawthorne

Family Day Care Chinchilla Gin GinHervey BayJamboree HeightsMaryborough St George

OtherservicesFamily Support Service – Maryborough In-Home Care – Wide BayMobile Children’s Service – St George

CHILD, YOUTH AND FAMILY CARE

FosterandKinshipCareBundabergBundambaCabooltureMackay/WhitsundayMaryboroughMitcheltonMount IsaSpringwoodTownsville/Vincent

Assessment and Intervention ServicesMackayMaryboroughSpringwoodTownsville

Residential and Supported AccommodationBerrinbaBundambaCabooltureCalamvaleCapalabaForest LakeGreenbankJamboree HeightsMount IsaTownsville/VincentUpper KedronWamuran

Supported Independent Living ProgramBerrinbaBundabergBundambaCapalabaJamboree HeightsMackayMaryboroughMount IsaTownsville

HOUSING SERVICES

BoovalBribie IslandCaloundraGold CoastKenmoreLabradorMitcheltonSouthportSpring Hill

RETIREMENT LIVING

Acacia RidgeBenowaBongaree – Bribie IslandBoonahBundaberg Crows NestGatton MaryboroughMitcheltonNambourSouthport ToowoombaTownsvilleWoorim – Bribie IslandVictoriaEssendonMurrumbeenaOakleighOrmond

COMMUNITY CARE

Blackall & DistrictBrisbane NorthBrisbane SouthBribieIsland/CabooltureBundabergDarlingDowns/CrowsNestFraser CoastGin GinGold Coast St George Sunshine CoastTownsvilleWest Moreton (Boonah)

Home Assist Secure

Blackall Gold Coast Redcliffe Warwick Western Suburbs of Brisbane

HACC Home MaintenanceAlexandra HillsBlackallBundaberg/FraserCoastRedcliffe Western Suburbs of Brisbane Gold Coast

RESIDENTIAL AGED CARE

Acacia RidgeAlexandra HillsBenowaBlackallBongaree Bribie IslandBoonahBundabergCrows Nest CunnamullaGattonGin GinHervey BayHillcrest InglewoodKalbarMaryboroughMitcheltonNerangSouthport StanthorpeSt GeorgeTiaroToowoombaWoorimVictoriaEssendon MurrumbeenaOakleigh

Directory of Care Services


Then he said to them, ‘Watch out! Be on your guard against all kinds of greed; a man’s life does not consist in the abundance of his possessions.’Luke 12:15 NIV

Head Office 41 Brookfield RoadKenmore Queensland 4069

Phone: (07) 3327 1600 Fax: (07) 3878 1268 Website: www.cofcqld.com.au

Documents

Jesus replied: “’Love the Lord your God with all your mind ... · Jesus replied: “’Love the Lord your God with all your heart and with all your soul and with all your mind.’