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Annual Report 2016-17

The QCOSS storyWhen Queensland Council of Social Service (QCOSS) looks to the future, we see a Queensland free of poverty and disadvantage. We see opportunities, not obstacles. Every moment, we are striving to empower, cultivate and drive forward with purpose.

That purpose is improving the wellbeing of Queensland’s most vulnerable - families, men, women, children of all ages and cultural background. Our work focuses on every Queenslander experiencing poverty and disadvantage.

As the state’s peak body for individuals and organisations working in the social and community service sector, QCOSS understands the power of working together. We unite the voices of nearly 600 member organisations to ensure the wellbeing of the community’s most vulnerable is high on the agenda of the state.

Our role goes beyond advocacy and policy building. QCOSS believes in education, in networking and in the transparent flow of information.

Change is facilitated by knowledge. Not only do we want cost of living and affordability to be top priority for our legislators, but we want to facilitate conversations with all sections of the community to develop good ideas, policy and solutions to some of the most important social issues impacting people. To this end we are focusing on place- based approaches, citizen-led policy development, cost- of-living advocacy and community sector capability and capacity building to make sure the best possible outcomes are achieved for Queenslanders.

QCOSS’ past is rooted in advocating for a better lot for the state’s most vulnerable individuals and communities.

Since 1959, we have supported Queenslanders in need, every day. Economic and social changes have required ongoing changes to our approach, and like the community QCOSS seeks to serve, the organisation is constantly evolving. Throughout, our dedication has been and remains unwavering. Our track record reflects this.

QCOSS will continue to tirelessly advocate for real social change. Facilitating genuine change is hard work, but we believe our vision for a Queensland free from poverty and disadvantage is worth fighting for.

Our strategic directionOur strategic intentEffective policy advice: a policy agenda to eliminate poverty and disadvantage through informed advocacy.

Responsive Community Services: innovative, effective and valued community services

Productive Partnerships: mutually beneficial relationships with all our stakeholders A Thriving Organisation: a strong, sustainable and effective organisation

Page 2 / October 2017

Our values - with integrity we actCourageously leading the campaign to end poverty and disadvantage

Collaboratively working together with our members and our stakeholders

Creatively exploring better ways to achieve our vision

Knowledgeably using sound evidence to inform our work

Inclusively respecting the diversity of our communities and sector

We focus on our workAlongside communities, the government and business to facilitate place-based approaches

With Queenslanders to build and promote citizen-led policy development

With community services, business and government to make sure Queenslanders have a reasonable standard of living through cost-of-living advocacy

With the community services sector to build their capacity and capability

We are working towards these outcomesLocal community vision and ideas drive responses to local need

Community outcomes are improved through the direct involvement of citizens in policy development

Queenslanders can live with dignity maintaining a reasonable standard of living

Community organisations can provide high standards of service and continue to be valued in the community


ContentsThe QCOSS story..................................................................................................................... 2

Our strategic direction...............................................................................................................2

Our strategic intent.................................................................................................................... 2Our values - with integrity we act..............................................................................................3We focus on our work...............................................................................................................3We are working towards these outcomes.................................................................................3Board of Directors..................................................................................................................... 6

Chair’s report............................................................................................................................ 6

Message from the CEO............................................................................................................7

Advocacy Wins......................................................................................................................... 8

2016-17 advocacy wins for QCOSS.........................................................................................8Our Stories.............................................................................................................................. 11

Cost of living........................................................................................................................... 11Centrelink debt recovery..................................................................................................11

Concessions make it a little bit easier..............................................................................12

Energy savvy families......................................................................................................12

Not up the creek..............................................................................................................13

Switched On Communities..............................................................................................14

The best deals in SEQ.....................................................................................................15

Place-based approaches........................................................................................................16Changing lives, changing communities............................................................................16

Seeing the signs!.............................................................................................................17

If you build it…................................................................................................................. 17

Strengthening Our Place.................................................................................................18

Be bold............................................................................................................................ 19

Everything is possible – QCOSS State Conference........................................................20

Sector capability and capacity building................................................................................22The real outcome.............................................................................................................22

Human Services Quality Framework...............................................................................23

A quality story.................................................................................................................. 24

Events..................................................................................................................................... 25The Written word..................................................................................................................... 27Funders and sponsors............................................................................................................27

Our funders...................................................................................................................... 28

Our sponsors................................................................................................................... 28

Our members................................................................................................................... 28

Our network..................................................................................................................... 28


Financial Report...................................................................................................................... 29

Directors’ Report..................................................................................................................... 29Directors.......................................................................................................................... 29

Objective:......................................................................................................................... 29

Principal Activities............................................................................................................29

Strategy for achieving the objectives...............................................................................29

Operating Result..............................................................................................................29

Performance measures...................................................................................................30

Information on Directors..........................................................................................................30Meetings of directors...............................................................................................................33Contributions on winding up....................................................................................................33Subsequent Events to Reporting Period.................................................................................33Auditor's independence declaration........................................................................................34

Statement of profit and loss and other comprehensive income for the year ended 30 June 2017........................................................................................................................................ 35Statement of financial position as at 30 June 2017.................................................................36Statement of changes in equity for year ended 30 June 2017...............................................37Statement of cash flows for year ended 30 June 2017...........................................................37Note 1: Statement of significant accounting policies...............................................................38

General information.........................................................................................................38

Basis of preparation.........................................................................................................38

Historical cost convention................................................................................................38

Note 2: Revenue..................................................................................................................... 43Note 3: Contracted program delivery......................................................................................43Note 4: Expenses.................................................................................................................... 43Note 5: Cash and cash equivalents........................................................................................43Note 6 Trade and other receivables........................................................................................44Note 7: Other current asstes...................................................................................................44Note 8: Plant and equipment..................................................................................................44

Reconciliation.................................................................................................................. 45

Note 9: Trade and other payables...........................................................................................45Note 10: Provisions................................................................................................................. 45Note 11: Capital and leasing commitments.............................................................................46Note 12: Contingent liability....................................................................................................46Note 13: Related party transactions........................................................................................46Note 14: Cash flow information...............................................................................................47Note 15: Financial instruments...............................................................................................47Note 16: Key management personnel disclosures..................................................................50Note 17: Remuneration of auditors.........................................................................................50Note 18: Capital risk management..........................................................................................51Note 19: Economic dependence.............................................................................................51Note 20: Events subsequent to balance date.........................................................................51Director’s declaration..............................................................................................................51



Board of Directors Kate Tully (Chair) Richard Johnson Anita Veivers Matt Gardiner Patrick Bulman Gerry Weatherall Faiza El-Higzi Peter Emery

Chair’s reportIt’s attributed to Heraclitus, who died in 75BC, but it might just as plausibly have been said about the social service environment over the past year.

The sector continues to labour under a heavy load of reform – much of it welcome, some less so – all the while endeavouring to get on with its day-today work of improving the lives of our most vulnerable Queenslanders.

As the sector’s peak body in Queensland, QCOSS has continued to ‘lead from the centre’, working across all levels – from government to community to individuals – in its unrelenting pursuit of a Queensland free of poverty and disadvantage.

We know from ample feedback from our members and other key stakeholders that QCOSS’ leadership on key issues, its support by way of publications and events, and its on- the-ground program expertise are all highly valued by the sector.

QCOSS is a trusted partner of government, as well as a trusted advisor.

For example, when QCOSS presented its 2017 Budget Statement to a wide range of MPs, ministers and senior officers, they each knew that this statement was informed by consultation with our members, who together represent virtually all of the work carried out in the social sector throughout this state.

QCOSS is proud to be able to give voice to the sector in this important way.

QCOSS’ strong reputation is a credit to our CEO, Mark Henley, who is widely regarded as a highly credible and knowledgeable leader with an unshakable commitment to QCOSS’ strategic vision, and a deep appreciation of the transformative actions that are required to realise a future without poverty and disadvantage.

Mark is supported by a highly capable team; together they provide strong leadership and inspiration across the Queensland social service sector.

QCOSS is also active at a national level, through our collaboration with the COSS network in other states and territories and the national body, ACOSS. We look forward to strengthening this collaboration further.

This will assist us to produce work of even greater value across the nation. I look forward to reporting on developments in this area over the coming year.


QCOSS is fortunate to have a proactive and committed board. During the year we welcomed Matt Gardiner, Anita Veivers and Patrick Bulman each of whom has made a valuable contribution to the strategic stewardship of QCOSS. I thank my fellow Directors for their active engagement in guiding QCOSS in its continuous evolution; it is a privilege to lead this team as Chair.

On behalf of the QCOSS Board, staff team and members, I also extend our heartfelt thanks to our Patron, His Excellency the Hon Paul de Jersey AC, Governor of Queensland. His Excellency takes a genuine interest in QCOSS as the organisation that represents – through its members – the social sector of the state. His support is much appreciated.

And finally, our thanks to those members, the lifeblood of the Queensland Council of Social Service. Almost 600 organisations and individuals look to QCOSS for advice, information, advocacy and leadership. We are proud to have been delivering on these expectations for close to 60 years, and we look forward to continuing to travail alongside our members as together we strive towards our shared goal: a Queensland free of poverty and disadvantage.

Kate TullyChair

Message from the CEO‘A Queensland free of poverty and disadvantage’ is the mantra by which QCOSS undertakes all its operations. During the past 12 months, significant steps have been taken towards that end goal. It can be a challenging path, but QCOSS has not wavered in its resolve to ensure we are making a difference to people’s lives, particularly those who experience vulnerability of any type.

Poverty is one of the most critical issues in Queensland. It is a web of social, economic and political circumstances. The consequences are far-reaching, with no one-size-fits- all solution. While we will continue to advocate for systemic change at a state and federal level, QCOSS firmly believes the best way to achieve genuine, lasting results is by empowering individuals and communities to shape their own future via place-based initiatives and citizen-led policy development.

QCOSS has continued to prioritise these approaches with work in Townsville around the National Disability Insurance Scheme (NDIS) and projects addressing homelessness in Ipswich and Cairns. We recognise the need for a long-term approach so these practices become embedded in the way communities engage with each other and can better focus on the issues that matter.

QCOSS is in the process of reviewing its Wellbeing Framework to be used across the state in any community to help support good collaboration at a local level. We recognise significant investments are being made by the government and community organisations.

StilI it is critically important that the government resource the collaboration and coordination of activity at a local level to ensure that the social services delivered are most impactful.

Collaboration with other peak bodies, businesses and the government have been effective in enacting change. Key partnerships have offered numerous opportunities to provide relief to Queenslanders experiencing vulnerability over the past 12 months. We are looking forward to releasing our housing affordability paper ahead of the upcoming state election, a result of our productive partnership with the Property Council. Other key partnerships have led to the Energy Savvy Families and Switched On Communities programs, which enabled QCOSS to


share our knowledge in cost of living with organisations who are working directly with people. The sector’s engagement has proved to us that there is much to be gained by continuing to build on a model which better supports the community services sector to respond to the needs of people.

In the sector support and capability building spaces, we were delighted that Minister for Communities, Child Safety and Disability Services Shannon Fentiman heeded our calls for longer term contracts for service agreements. We have since seen many services across the state move to five year contracts. We were also thrilled the government made transport concessions to job seekers and asylum seekers and energy concessions available to Health Care Card holders and asylum seekers, as well as extending deadlines for backdating energy concessions. There is still much more that needs to happen in the sector, with many of the needed changes highlighted in our plan for social and economic wellbeing for the state, as set out in the QCOSS Budget Priority Statement 2017-18.

Two QCOSS events, the 2016 State Conference and the Annual General Meeting, provided talking points and inspiration for the year. The keynote speaker at the conference was Michael McAfee, Director of Promise Neighbourhoods Institute at PolicyLink in the United States. Drawing on his experiences building ‘cradle-to- career’ programs, Michael spoke about using the self as an instrument of change, embracing possibility and the importance of collective impact. It was sage advice for the sector, especially during a time of such political and economic uncertainty. Similar sentiments emerged from the QCOSS AGM, with QATSICPP’s Nadia Currie urging the sector to ‘be bold’. Speaking as part of a leadership panel, Nadia said there is a need for strong direction and leaders who are willing to speak out.

QCOSS has been on the front foot on many issues this year and one of the standouts was our workaround Centrelink’s automated debt recovery system.

Our members were instrumental in evidence gathering for our submission to the Senate Inquiry. The debt recovery process was deeply flawed and the cause of anxiety for some of the most vulnerable members of our community. We have also been a leading voice on highlighting the hidden issue of renters’ disadvantage in the energy market, with our Choice and Control report. QCOSS will continue to advocate on the potential roll out of the Cashless Debit Card, as well as any issues that threaten the wellbeing of Queenslanders, particularly those experiencing poverty and disadvantage.

It has been a big 12 months for QCOSS, a story which is told in more detail in the rest of this report. I would like to thank all the staff who have worked so hard throughout the year to make a difference for Queenslanders experiencing disadvantage. My thanks also to the QCOSS Board and our members who have done so much for us through their engagement and support. The support of all our stakeholders is critical and I thank all of them as we pursue our vision to create a Queensland free of poverty and disadvantage.

Mark HenleyChief Executive Officer

Advocacy Wins 2016-17 advocacy wins for QCOSSJustice

Almost $200 million over four years is budgeted to transition 17- year-olds out of the adult justice system and back into the youth justice system.


QCOSS has advocated for this change for many years.


Switched on grants

Commitment from the Queensland Government to progress a partnership approach between the government and community1 sector for better outcomes.

QCOSS will continue to advocate for this approach.

Electricity rebate

Following ongoing advocacy, the Queensland Government extends the electricity rebate to health care card holders and asylum seekers.

This change means more than 150,000 households in Queensland will be $330 per year better off.

Public transport

Public transport concessions are extended to job seekers and asylum seekers making it possible for these low- income groups to participate more fully in their communities.

An essential part of getting people out of poverty.

Reduced rent

Public housing tenants in Queensland get rent reduction because of changes implemented by the state government to income calculations.

Cost of housing and rent is a key component of QCOSS' cost-of- living advocacy.

Energy savvy

The state government and Ergon begin a project to install digital meters in low-income households in regional Queensland.

QCOSS provides energy literacy to support monthly billing and energy saving tips and reduce cost of living.

Partners

Commitment from the Queensland Government to progress a partnership approach between the government and community sector for better outcomes.

QCOSS will continue to advocate for this approach.

$400m concessions

QCOSS' many years of advocating for measures to reduce cost-of- living pressures leads to a budget announcement of $400 million boost in concessions.

This includes better access to information so people can find out what is available and how to apply.

More housing

The announcement of the Queensland Housing Strategy supports QCOSS' calls for more new social and affordable dwellings in Queensland.

QCOSS has long advocated the importance that having a place to live has on reducing poverty. We still have a long way to go.


Human rights

Following strong joint advocacy the Queensland Government announces its intention to introduce a Human Rights Act for Queensland.

QCOSS was only one small part of this advocacy effort which will see greater protection of Queenslanders' human rights.

Language

Services provided to people from various cultural backgrounds are improved by the Language Services Policy being embedded into the Human Services Quality Framework.

Sper

Queensland Parliament considers options for some with a SPER debt to undertake financial counselling, community service or relevant drug and alcohol treatment to reduce their debt.

Energy

AGL offers hardship and concession customers reprieve from late fees and losing a discount because of late payments. This helps to make energy more affordable to everyone.

HEEAS (Home Energy Assistance Scheme)

The Home Energy Emergency Assistance Scheme's application process is simplified to make it easier to get emergency assistance for paying gas and electricity bills.

Solar

Solar panel trial on public housing announced for Woodridge, Rockhampton, Cairns and Lockhart River. This will help to make electricity cheaper for the low-income households in trial areas.

Extension

QCOSS successful in having backdating of energy rebate for health care card holders and asylum seekers extended until 31 December 2017.

This eases cost of living by up to $330 for those who apply.

Price down

Ongoing advocacy from QCOSS over many years leads to government reducing the price increase of electricity from 7.1 per cent to only 3.3 per cent for regional Queenslanders.

Centrelink

Following a campaign by QCOSS, our members and the national COSS network, the Senate Inquiry into Centrelink debt collection accepted our key asks.

Unfortunately these were not taken up by government.

ERO (Equal Remuneration Order)

The government has acknowledged the pressures community service organisations are under due to increased wage costs arising from Fair Work Australia’s Equal Remuneration Order and has committed to compensation of $137.7 million over four years.


Five years

Due to ongoing advocacy, five- year contracts are to be introduced for homelessness services.

This provides services with more certainty and lets them get on with the job of addressing the issue.

Our Stories Cost of livingMuch of QCOSS’ work involves advocating on behalf of Queenslanders from low-income households and investigating and highlighting the rising cost of living they face. Our specific work in this area includes energy, water, transport and our series of Cost-of-living Reports.

Centrelink debt recoveryIn early 2017 we witnessed an alarming number of people adversely affected by an automated debt collection process implemented by Centrelink.

Many of the letters sent from Centrelink stated incorrect and overinflated debts and in many cases the person did not even have a debt to pay.

The income support system we have in Australia is intended to support people who are most vulnerable. Yet what we saw were processes and practices imposed by Centrelink under the direction of the Human Services Minister Alan Tudge that were further marginalising those who were already vulnerable.

In an effort to support Australians experiencing vulnerability who were unfairly targeted as part of the Centrelink debt collection process, QCOSS, our members and our network of national, state and territory Councils of Social Service wrote to Federal Members of Parliament and the Prime Minister.

The letter stated that the current automated system had issued tens of thousands of incorrect discrepancy and debt notices putting the health and wellbeing of a large number of constituents at risk.

Furthermore, the letter asked that they put their influence and energy into achieving these four actions:

1. Suspend the current scheme including any further action against individuals who have been affected

2. Ensure the scheme is independently reviewed including cases of individuals already affected

3. Convene a roundtable of stakeholders to ensure that those affected receive the information, support and assistance they need to address the issue, and

4. Ensure Centrelink is adequately resourced to support all operations including any future debt recovery actions.

To further support the letter, QCOSS also asked our members to tell us the stories they were hearing from clients. The response was overwhelming. Not only were stories of clients shared but numerous personal and family stories were also told. These are just a few of the stories that were shared with us:


Clients have reported they are 'being investigated'. Concerns Centrelink's language is too intimidating. (Kennedy)

Three clients have had to go through this process, one experienced a response close to PTSD. How can people be expected to remember what/when they were paid 6-7 years ago? (Maranoa)

Have heard that a couple of people are being made to repay debts, including a man who will be forced to remain in a boarding house due to reduced payments. (Dawson)

Concessions make it a little bit easierIn the 2017-2018 Budget the Queensland Government pledged to ease the cost of living through a $400 million boost to concessions. This included making transport more equitable through cheaper fares, extended off-peak discounts and new concessions for job seekers and asylum seekers.

QCOSS welcomed this inclusion in the State Budget as we know that government plays a key role in alleviating cost-of-living pressures by offering a range of supports to those most in need.

QCOSS has been advocating to the Queensland Government to ensure there are adequate and equitable concessions to assist Queenslanders who need it most.

Two important ways were identified by QCOSS that the government could support those requiring assistance. Firstly, by providing better targeted concessions and secondly by supporting people to reduce their energy bills through energy efficiency programs.

The rising prices of essential goods and services, as well as cost-of-living pressures have been hitting our communities hard for some time with little to no reprieve.

Energy savvy families“Through this program, families can access the information they need, with a monthly bill and new technology solutions, to help them make informed choices about their energy use.

“The insights gained through the trial will help us better understand the extent to which this customer group can change its behaviour, energy use and response to new products and services in future.

“The program has achieved a wide reach across the diverse communities of regional Queensland, including Aboriginal and Torres Strait Islander communities and people living in small rural towns.”

QCOSS co-hosted 12 Energy Savvy Families forums with the program champions for community organisations and the general public across 10 regional centres. More than 170 people attended the forums, while the program champions submitted more than 640 expressions of interest.

Productive partnerships have been taken to a new level during the Energy Savvy Families Program, a collaboration between QCOSS, the Queensland Government’s Department of Energy and Water Supply, Ergon Energy and CitySmart.

Energy Savvy Families is designed to help participants learn more about energy use and managing bills. It has been rolled out across 10 centres in regional Queensland, with households receiving a new digital electricity meter and monthly electricity bills, ensuring payments are smaller and more manageable.


QCOSS worked in 10 regions recruiting and supporting an Energy Savvy Program Champion to help participants use the Reduce Your Juice mobile app, HomeSmart energy portal, and provide support on other aspects of the program.

Project Manager, Rose McGrath said the initiative has empowered organisations and individuals across the state.

“QCOSS has increased the capacity of 10 regionally-based community organisations to provide assistance when clients are struggling to pay their power bills,” Rose said.

Energy Savvy Families Program champions

Shelter Housing Action Cairns (SHAC) Mareeba Community Centre Mount Isa Family Support Service and Neighbourhood Centre Family Emergency Accommodation Townsville Prospect Community Services (Charters Towers) Central Queensland Financial Counselling Service (Rockhampton) Hervey Bay Neighbourhood Centre Bundaberg and District Neighbourhood Centre Graham House Community Centre (Murgon) East Creek Community Centre (Toowoomba)

Not up the creekCarole Rogan tells the story

East Creek Community Centre (ECCC) believes the Energy Savvy Families program is changing the lives of some of Toowoomba’s most vulnerable families.

Energy Savvy Families is being rolled out across 10 centres in regional Queensland, to help households understand energy use and bill management.

According to ECCC’s Carole Rogan, the program was desperately needed on the Darling Downs.

“Toowoomba is the biggest regional area that settles asylum seekers, migrants and refugees and we are finding electricity is a big issue,” Carole said.

“One of the big things is that they don’t understand bills and find that Toowoomba’s climate can be quite cold in winter and so they use a lot of power and then get a terrible shock when they receive their bill.

“The other day we had a family that came from Afghanistan with a $2,000 power bill and $1,300 is not unusual.”

Households participating in the program receive a new digital electricity meter.

They also receive monthly electricity bills, ensuring payments are smaller and more manageable.

As one of 10 champions of the initiative, ECCC is providing support and additional education and advice to Energy Savvy Families participants.


“It is excellent for them to have a monthly bill as they know exactly when it is coming, and assisting people to come onto Centrepay or direct debit has also made a huge difference,” Carole said.

“We have enjoyed our involvement. Because we are in central Toowoomba we get lots of people through our doors who need referrals to No Interest Loan Scheme (NILS) loans or have huge electricity bills and this program helps with that.

“Because of Energy Savvy, we have started going to inter-agency meetings, where it has been really good to be able to promote something that is going to help families deal with cost of living in a positive way.

“It has been great to connect to other agencies and to hear how we can help them and they can help us.”

Key facts about Energy Savvy Families

Ten community organisations in regional Queensland involved The champions held more than 200 events and activities to raise awareness of the

program The program engaged with more than 4,500 people Registered expressions of interest

from more than 640 families Provided energy literacy information to participants and their communities Worked in

partnership with the Department of Energy and Water Supply, Ergon and Citysmart.

Switched On CommunitiesEmpowerment went to the very core of the Switched On

Communities program which has helped organisations support clients experiencing vulnerability in the South East Queensland deregulated energy market.

Over nine months, more than 6,600 people were directly engaged, with another 41,000 indirectly engaged by programs developed by the nine participating community organisations.

All programs were designed to help clients understand energy bills, access hardship programs and find the best deals, with each organisation providing feedback on specific barriers to market participation for their clients and the innovative solutions their programs came up with.

“Community awareness of the electricity market prior to the Switched On Communities activities was low to very low, with many participants not able to name their retailer or the type of offer they were currently on,” QCOSS Community Engagement Officer Fiona Hawthorne said.

“Now thousands of energy consumers in SEQ have been empowered to not only read and understand bills, but also to shop around and find the best deals.

“Thousands of consumers were also assisted to access rebates, which means they can better afford their bills and manage money.

“Another aspect of the program is that all organisations involved are now participating in higher level consultation processes with energy bodies, retailers and Queensland Government staff.”

Switched On Communities was funded by AGL, in partnership with Queensland Council of Social Service and the Queensland Government.


Each of the nine participating organisations was selected based on its innovative approach and capacity to reach the target groups of Aboriginal and Torres Strait Islanders, seniors, people with a disability and their carers, culturally and linguistically diverse populations, and low-income tenants in social housing.

Queenslanders With Disability Network (QDN) produced the Bright Sparks program, which included workshops, a handbook, digital story and the very effective ‘Bright Sparks Dice Game’, which taught players to identify and analyse the different elements of an energy bill.

“The bill-reading dice game enabled people to have fun and get involved in their learning and to support those around them," QDN Project Officer Troy Wolski said.

"The whole premise of the activity is based on a Benjamin Franklin quote; 'Tell me and I forget, teach me and I may remember, involve me and I learn'."

“The beauty of it is that people with disability are involved in sharing the information and that it was designed by people with a disability for other people with a disability.”

The Switched On Communities legacy will extend well beyond the life of the project for housing solutions provider Mangrove Housing, which now includes a specially developed booklet in Tenant Induction Packages and information on energy features of the property.

Basic energy literacy is also embedded in the training of all its tenancy case workers.

“The biggest single thing that Switched On Communities has done for us is make us take a really good look at how we do our asset planning,” Mangrove Housing CEO Teresa Reed said.

“It has also made us reach out to other organisations and make connections we didn’t see before, which we are using to get economies of scale – working with other community housing services to get bulk buy deals on things like solar panels, equipment and white goods.”

The best deals in SEQTold by Jullian McKinlay

The Salvation Army Moneycare Financial Counsellor Jillian McKinlay has seen huge changes in the quality of life of clients once they get on top of household energy bills.

The organisation has used a Switched On Communities grant to set up a 1300 telephone hotline to help South East Queensland residents understand their energy bills, access hardship programs and payment plans, and shop around for the best deals.

They have also been running education programs and one-on-one counselling sessions. The results have been life-changing.

“This project is vital. Frankly, it keeps people housed, it keeps food on the table and medicine for people who need it. I didn’t expect to see so many people struggling with their energy bills.

“Some of the major issues centre around people carrying large energy debts with them and shouldering it for a long period of time.

The real outcome“We often find people with thousands of dollars of energy bills that they are never realistically going to pay off on a low income.”

Jillian said The Salvation Army’s strong community network ensured their Switched On Communities program had already reached a large number of people experiencing hardship.


It has also worked well in conjunction with existing programs.

“Salvation Army is ideally placed to run this program and it works in with other programs that pick up different areas of vulnerability,” she said.

“It isn’t just energy, it is other areas of hardship that can impact on people’s ability to pay bills and the value-add of Switched On Communities has been that we are able to deliver extended financial counselling for those clients who have other financial issues like pay-day loans – that’s massive.

“It has also meant we are able to identify what other people and organisations do so it has created a more streamlined referral base, which ultimately helps everyone.”

Place-based approachesResearch and data continue to show that better outcomes can be achieved for individuals and families when they live in strong, inclusive and supportive communities.

QCOSS has long advocated for place-based responses to address complex social issues experienced by individuals and families through more targeted and localised approaches.

Changing lives, changing communitiesThe National Disability Insurance Scheme (NDIS) has come to life in Townsville and is making a big difference to people’s lives and to the community. QCOSS has been involved in community-led transition efforts in Townsville since the start of the roll-out in early 2016. We strongly support the principles of the NDIS, particularly the building of a more inclusive community and ensuring people with disability are part of the social and economic life of the community.

Following the success of the Bringing the NDIS to Life in Townsville event in June 2016, we again joined forces with Queenslanders With Disability Network (QDN) and Townsville City Council (TCC) to host the next part of the conversation, Changing Lives, Changing Communities in May 2017. More than 100 people took part over two days which informed, inspired and sparked dialogue between community groups to co-design projects. Participants left feeling invigorated and with a clear sense of purpose.

“One of the really interesting things was that the energy levels kept rising over the two days; you could feel that energy in the room. There was a real sense that things were going to happen and a sense of empowerment that people could make these things happen,” said QCOSS Communication Manager Karen Murphy.

It was a time to reflect and an important step in mapping the way forward for the NDIS in Townsville, as well as guiding other towns and cities with later roll-outs. Re- capping on the progress of the past year was a powerful reminder of how far the city has come.

It was a good example of collective impact where communities come together, co-designing and co- planning.

"By coming together, thinking and connecting, projects were created and a lot of momentum was gained. The partnership between QCOSS, QDN and TCC has been wonderful and really helped the broader community see where they could help in terms of the NDIS transition into


Townsville, and also in moving it all forward,” said TCC Community Development Officer Julie McTaggart.

QCOSS looks forward to hearing about all current and future NDIS projects arising from our engagement in Townsville. The community has been incredibly enthusiastic about building a more inclusive social and physical environment for people with disability and we are thrilled we could play a part in helping stakeholders come together.

“Communities have the knowledge of what needs to happen but sometimes they need a catalyst or someone to draw the knowledge out in a useful way and QCOSS has helped to do that,” Karen said.

Seeing the signs!Kerri Gibson tells her story

Having founded Sanctuary Family Solutions in early 2017, Managing Co- Director Kerri Gibson wanted to understand her local family support services better and find a role her organisation could take up in the community that supported the NDIS.

"QCOSS has been wonderfully beneficial to myself and Sanctuary Family Solutions during our process of becoming NDIS providers,” Kerri said.

“It has given us some valuable insight and networking opportunities for our new venture.”

Kerri attended QCOSS’ Changing Lives, Changing Communities forum looking to understand the overall goals of the NDIS in Townsville, its challenges since its rollout, and to connect with other service providers in her area. During conversations with NDIS participants Kerri identified a gap within the local area.

"I saw there was a need for a whole of community approach to staff training in several areas including awareness around disability, diversity, mental health and trauma," Kerri said.

"The discussion focused on the need for Auslan training in schools, companies and organisations that provide direct contact with members of the community. We thought it was an issue that could be addressed in many organisations and settings."

Kerri’s idea of the 'whole of community' training was discussed further at one of the round table sessions and from it developed into the Inclusiveness Awareness Training program.

"Through the new Human Services Quality Framework (HSQF), we thought it would be wonderful if this type of training was mandatory for all staff and management in community service organisations.

The QCOSS website was a great resource on several occasions to assist Kerri and her team work through the HSQF process, and with training staff on inclusivity.

"It was an ongoing task for the Sanctuary Family Solutions staff and I to identity what training opportunities are already out in the community, and where we can provide new and targeted training.

"We are also aiming to see where funding opportunities lie to assist with developing an appropriate training plan and package to present and market to the broader community."

Kerri has taken on the role of overseeing the Inclusiveness Awareness Training project and has since attended a follow up forum.


If you build it…Martin Locke tells his story

Based in Townsville, Martin Locke is working hard to develop the housing industry to build new houses that are fully accessible to all people, regardless of ability or age.

Martin was so moved by his experience building accessible homes for the Cootharinga North Queensland organisation, that it has inspired a passion towards redefining construction industry standards in Townsville and Queensland-wide.

“I started over 10 years ago, when I built my first disability-inclusive design property for Cootharinga North Queensland. It opened my eyes to seeing how a simple step down onto the veranda can affect the lives of people with different needs,” Martin said.

“As I did several more homes for Cootharinga North Queensland, I found myself drawn to the idea that basic accessibility features should be in every new home.”

Martin found the Changing Lives, Changing Community event in May 2017 bolstered by his belief that understanding of accessible homes is spreading within Townsville and that co-planning with organisations is the way of the future.

“Let’s do it collaboratively and get it to the builders. It makes greater sense meeting the needs of our fastest growing market than delaying time trying to get it federally mandated. My goal is to help builders work together to help support an industry-led change.

"We are gaining momentum and we must work towards the extension of the first home owners’ grants. We can do something constructive.

"A home that looks like a hospital is not a comfortable one. Simple things like wider hallways and doors, and level surfaces between outdoors and indoors are easily implementable by builders.

I’ve started incorporating these as standard features in every home I build. I have begun to immerse myself in the disability sector and see how it changes lives.”

With the introduction of the NDIS (National Disability Insurance Scheme), Martin took the opportunity to collaborate with local council, Townsville builders and community

organisations to respond to meet these growing market segments and economic strain in the region.

“Townsville is the ideal proof of concept. There is so much flat land available to be developed in Townsville, not only can it be the most accessible housing development in North Queensland, we need the economic stimulation,” said Martin.

"There is a pushback from the industry, but to me it makes sense cost-wise.”

Strengthening Our Place We know that the best way to respond to complex social issues within communities is with local energy, local passion and local solutions.

Queensland communities face no greater challenge than the increasing number of children entering the child protection system, and the overrepresentation of Aboriginal and Torres Strait Islander children.


This year QCOSS has partnered with the Queensland Family and Child Commission (QFCC) to deliver the Strengthening Our Place initiative within Rockhampton and Fraser Coast. The initiative is designed to build the capacity of local communities to lead and implement place-based responses to this community issue.

Three projects received dedicated funding and support from QCOSS, QFCC and local advisory groups in 2017.

Our Voice – Families Being Heard is a Rockhampton-based project aimed at strengthening partnerships between Aboriginal and Torres Strait Islander agencies and communities, child protection agencies and the Department of Communities, Child Safety and Disability Services.

Hervey Bay-based project Bringing and Keeping our Ghundus Home is designed to build the capacity of Aboriginal and Torres Strait Islander people to build an alliance focussed on responding to the overrepresentation of Aboriginal and Torres Strait Islander children in care.

A leadership development project has also been initiated across both Rockhampton and Hervey Bay regions, bringing together emerging leaders from the community, non- government agencies and government to develop their skills in leading for social change.

Marj Speedy, who led the Bringing and Keeping our Ghundus Home project recently commented, “I have worked in this community for almost 20 years.

I have known many of these people for nearly as long. I have never before had the type of conversations which we shared at the Healing Circle. It has changed how we work together.”

QCOSS Community Capacity Lead Luke Baker said the projects have demonstrated the power of bringing people together and working collaboratively toward a common goal.

“It has all been promising in terms of local people demonstrating leadership in response to local challenges, and building on local strengths to respond and create stronger communities for our most vulnerable children,” Luke said.

“Both the Rockhampton and Hervey Bay Advisory Groups are leading place-based responses, thinking strategically and prototyping new ways of working.”

Be boldHighlights from the 2016 AGM

Two simple words captured the imagination of Queensland’s social services leaders this year: “be bold”.

The speaker was emerging leader Nadia Currie from the Queensland Aboriginal and Torres Strait Islander Child Protection Peak (QATSICPP). Nadia was taking part in a leadership panel with long-serving social services leader Helga Biro (Cairns), Assistant Minister of State Assisting the Premier, Jennifer Howard and panel chair Kate Tully (QCOSS Chair) at the Queensland Council of Social Service’ Annual General Meeting.

In front of more than 70 people from across the state, Nadia detailed her vision for nurturing leaders at a time when the sector needs strong direction.

“Being bold is important. For me growing up, leadership was seeing people go to protests and end up in the back of paddy wagons as a result,” said Nadia.


“Now you see leaders who are trying to be bold but are too scared to push the boundaries in case funding gets cut.

“I’d like to see the sector be more bold and speak out, but when we talk about leadership there comes a point where we need to talk about what stops us being leaders in the community.”

Helga agreed that these comments hit the nail on the head and that we needed to right the wrongs.

“It is about having the ability to harness resources, not just financial but getting the right staff on board, getting the people who are passionate about people and who are totally unselfish,” she said.

She said we needed to be empowering staff to be more daring in their approach and that it comes down to organisational culture. Good leaders bring along good people with them to enhance their mission.

Earlier in the day, Helga had talked about how being successful during this time involves a delicate balancing act.

“While many sections of the sector have strengthened, so too have they weakened and they remain tenuous at best because there are so many risks,” she said.

“Change is extremely costly, not just in terms of material resources but in terms of psychological resources and that constant change we have been subjected to over the years has exhausted people.

“It really is one of the great achievements of the sector that people have hung in there.”

But hang in there we must as we saw from this panel discussion that transformational leadership will be key for the success of the community sector.

Everything is possible – QCOSS State ConferenceMichael McAfee inspired us!

He held the room in his hand as he told us his story and compelled us to do better. And to remember above all else the people that we work for, the population that we serve. Here's some of what he said...

So what I wanted to talk to you about today is really this notion of - do you really believe everything is possible? How many of you all really believe that, really, really believe it? I don't want you to just raise your hands or anything, just think about that for a moment, because all around the world, this is our moment.

The first is to remember what do you want to see in the world - you came to this work for a reason - what do you want to see in the world? And to always be clear about what are you working for - not the job that you have, I'm not talking about the job that you have, I'm not talking about your responsibilities that you measure performance by.

How I manifest that possibility is my job to think about that, and it actually has nothing to do with my role. My role may give me more latitude the higher up I go, and the more positional power that I get but that's not what I'm talking about. I'm sure many of you all know people who have titles and are quite ineffective.


So what I'm asking you to think about is this - show up and hold the interest of the population. Who do you serve? Are you holding the interest of that population in mind?

The second is, are you aware enough about yourself that you actually know what you're capable of? Do you know your potential? Do you see greatness in you when you look in the mirror? Do you have a heart of service? Do you want to fight for the most vulnerable? I believe that's why we came to this work in the first place - to do this work!

So what I'm inviting you to think about is this - actually declare this is the change I would like to see, I'm going to start working on that change today, and I would like to see these markers of progress in say three to five-year increments, and figure out who do I need to join to make that happen, and list those folks underneath it, and then go back and say how can I show up at work differently so that I am manifesting, leading, in a way that's going to get me there?

I want you to live up to it. I'm trying every day to live up to it, in spite of being scared, in spite of being uncertain, in spite of not having all the answers, in spite of not having all the skills that I need to really be able to do this work. But there's one thing that I do have that many others don't: I believe in collective impact. I believe in abandoning myself to the strengths of others and when I'm vulnerable enough to join with others, everything becomes OK and we can get great work done.

So I want you to try to believe again, I want you to try to join with others. I want you to try to abandon yourself to allowing someone else to support you. I want you to try to join with others to try to get bigger results and I want you to be able to quantify what those results are and look back in a year and see what happens.

That's the work for our time. The work for our time is not to write another report, the work for our time is not to give another rousing speech. The work for this moment is to actually do the work.

The 2016 QCOSS State Conference has set off a chain reaction that is helping re-shape Gladstone- based Roseberry Community Services.

General Manager Roseberry Community Services Colleen Tribe was one of the seven scholarship winners to attend the two- day conference in Brisbane, an experience that has prompted action in several key areas.

Colleen said comments made by Griffith University’s Professor Anne Tiernan during the ‘What future are we responding to as communities?’ interactive session inspired her to look at new ways of managing social change in Gladstone.

“She spoke about social impact and social growth, which was quite relevant given that we are going through a lot of change (as a result of the mining downturn),” Colleen said. “After that session, I ended up going down to Sydney to another social impact workshop and, putting all of that together, we are now working with Gladstone Regional Councillors to create a committee that works with the community.

“Together we are talking about a couple of projects that might work in Gladstone.”

Advice gleaned from Nambour Community Centre’s Kaila White and Carey Shaw, who spoke as part of the ‘Communities driving their own futures’ presentation, has been used to successfully apply for funding through Dignity First.

“Juanita Wheeler’s masterclass on ‘Branding for non-profits’ was one of the best sessions I have ever been to.


“I came back to Gladstone and started to write a marketing plan right away. We have put in some different strategies to go with our branding and are thinking about changing the name of Roseberry to reflect the growth of the business.

“She showed us a fantastic corporate video and I came back and decided we needed one so we got some funding and have had it done.

“Her (Juanita Wheeler) session was fantastic, it ended off the conference on such a good note.”

Roseberry Community Services is a community-based organisation providing a range of services to meet the identified needs of young people and families who are experiencing difficulty.

Your thoughts on the QCOSS State Conference

"I would just like to say how much I enjoyed Michael McAfee and how powerful he was as a speaker, and how real he was. I found that I was able to get clarity with a few issues I was dealing with. He was truly amazing."

"Michael McAfee – not only was he really engaging, motivating and inspiring, he was actually sharing something worthwhile and practical!"

"Michael McAfee as keynote was so inspiring and I have key messages to take back to my professional and personal life."

Sector capability and capacity buildingQCOSS is proud to work alongside Queensland’s community services sector to deliver innovative, sustainable and targeted services for the best possible outcome for clients.

The real outcomeA story of impact from Andy

This is just one story that demonstrates the powerful outcomes evidenced by individuals using PCOMS. All names in the story have been changed for privacy reasons.

Caboolture Neighbourhood Centre counsellor Andy believes one of his clients avoided a jail term as a direct result of using the Partners for Change Outcome Management System (PCOMS).

A custodial sentence seemed certain for Joe, who was facing numerous charges including firearm theft and possession of tainted property.

But after the presiding magistrate read a supporting letter from Andy, which included a PCOMS graph, Joe received a suspended sentence with an extended parole period.

“Joe, his parents and I all thought that a custodial sentence was a foregone conclusion,” Andy said.

“He (Joe) asked me to write him a supporting letter and I wanted the magistrate to know that Joe had been working on himself and had come a long way.

“Joe said the magistrate read my letter about four times before sentencing.

"We all believe if it wasn’t for the PCOMS evidence he would have gone back inside.”


Andy first came across PCOMS at a QCOSS training day, and he began using it to monitor Joe’s progress in July 2016.

By getting Joe to complete a short, online form at the start and end of each counselling session, Andy had a real-time measurement of Joe’s progress or lapses and the effectiveness of his own role in the therapeutic alliance.

“PCOMS encompasses social justice and empowers clients by giving them a voice and an active and direct part in their own therapy,” Andy said.

“Joe first presented with anger issues and had been using drugs as a coping strategy.

“Using his individual scores on the PCOMS system we were able to better target our sessions and this is reflected in Joe’s successive scores.

“The PCOMS statistics demonstrated to the magistrate that Joe was on a pathway to making significant and encouraging changes in his life.”

What is PCOMS

In 2016, QCOSS and the Queensland Government began a pilot to test this tool with a selection of government and non-government providers to systematically capture outcomes in alignment with the principles identified in the QCOSS outcomes paper written in 2015.

The benefits of using this outcome measures system for organisations have been identified as including:

Informing service delivery to individual clients Building understanding of the effectiveness of a program or service Supporting program evaluation to inform change and improvement Providing evidence to

inform new investment decisions and justify ongoing funding Contributing to research, knowledge development and innovation.

Partners for Change Outcome Management System (PCOMS) is a tool that can be used in case management settings to monitor client progress and worker practice. It uses two scales. One focuses on what has happened to or for the client between sessions and the other monitors how each session has gone for the client.

Human Services Quality FrameworkThe Human Services Quality Framework (HSQF) is the Department of Communities, Child Safety and Disability Services’ system for assessing and promoting improvement in the quality of human services. QCOSS has been providing a range of supports to assist the sector in implementing the changes.

Our focus over the past 12 months has been one-on-one support, particularly for smaller, self- assessable organisations and groups. Between January and June alone, QCOSS worked with 43 organisations, helping them to understand HSQF standards and how their policies and practices fit into the framework.

This included identifying what needed to be developed within the organisation, helping to understand the concept of continuous improvement and to prepare self- assessment for submissions.

We have also worked with the department to develop a staged transition for very low funded organisations and older people’s services.


It has been an important, two-way relationship, with QCOSS relaying community concerns and issues back to the department to collaboratively resolve them.

In doing so we have strengthened our reputation as a trusted conduit with the government to ensure organisations meet their requirements.

QCOSS Senior Project Officer Fiona Hunt said QCOSS’ support of the sector to meet the HSQF has done much to develop community organisations’ capacity and accountability. “It is really rewarding to work with organisations to develop their own individualised quality practice. Hearing the stories of organisations around the state has helped inform QCOSS’ community engagement,” Fiona said.

QCOSS’ Community Door website is an invaluable resource for the sector, providing access to tools that enable organisations to prepare for the HSQF. The online templates and guides provide a way of checking whether existing policies and procedures meet all the criteria of the standards or if new policies and procedures are needed.

Community Door

Key HSQF resources

HSQF user guide Self-assessment workbook Key milestones for achieving HSQF certification Quality pathway kit HSQF factsheets HSQF policy templates

A quality storyTold by Ula Cavanagh

REFOCUS Chief Operating Officer Ula Cavanagh was determined to use the HSQF to make the organisation shine.

Based on the Sunshine Coast, Moreton Bay and Gympie, REFOCUS specialises in providing services for Aboriginal and Torres Strait Islander families and communities in the wellbeing, recognised entity, disabilities and foster care world.

The organisation is proud of its culture and its ability to deliver services to its clients.

Preserving this culture, while satisfying the rigorous requirements of the HSQF, became Ula’s key goal.

A visit from QCOSS Project Officer Shelley Birrell helped Ula and REFOCUS plot their path.

“Because of Shelley’s input from the start, we were able to engage and enroll the team in the whole process. Supporting staff to understand the reason for the license was key, because we needed them to make time for it and provide us with their deadly work,” Ula said.

“Then I created a team around the whole HSQF process to really look at our policies.

We needed to ensure that it was real and not just a bunch of technical jargon. As a team we clearly understood that our cultural practice must be embedded not only in our service delivery but in our policies and procedures. So from that point it was all about planning.”


“You had to have other eyes on it all to make sure the language was right in the eyes of the law but still ensure that it had our heart.”

Finding the right auditor was another important step for REFOCUS, who reached out to the sector and other agencies for recommendations.

“We had to ensure that we had an auditor who understood Aboriginal and Torres Strait Islander cultures and how we deliver our service to our people. The business and auditor that we contracted to conduct our HSQF audit understood Aboriginal and Torres Strait Islander values, beliefs, practices and culture.

The auditor came to visit us and hear our story before we even did anything. It created a space of being able to be comfortable and allowed open conversation,” Ula said.

Gaining their HSQF licenses was a year-long process, but REFOCUS’ planning and attention to detail earned them a rare outcome: an audit report containing no major- conformities, non-conformities, no recommendations, and just two observations.

“I broke down in tears because it was such a massive few months for us, we had two big new projects start, on top of the HSQF. We did it and we did it our way, so we were overwhelmed and super excited,” Ula said.

“The great thing about the HSQF is that even though it is quite a stressful process it showed me that we can improve and it showed gaps that we can create possibilities in.

"We are different and have specific needs, and we wanted to get that across in the process.”

EventsFollowing is a list of all events undertaken or co-hosted by QCOSS during the financial year.

JULY 2016

Switched on Communities grants' information session – online

Happy with HSQF – Proserpine and Rockhampton

Case Management Framework and Case Coordination Workshop – North Ipswich

Sharing Social Business and Finance Models for Affordable Housing and Homelessness Solutions Workshop – North Ipswich

August 2016

Skilling Queenslanders for Work workshop – Gold Coast, Loganholme, Maryborough, Keperra Townsville, Cairns, Bokarina, Toowoomba Happy with HSQF – Hervey Bay and Townsville Comparing energy offers in South

East Queensland – online

September 2016

Happy with HSQF – Port Douglas

Skilling Queenslanders for Work workshop – Mackay and Oxley


QCOSS State Conference 2016 – Everything is possible – Woolloongabba

October 2016

Happy with HSQF – Slacks Creek

Cairns Enabling Local Communities workshop – Earlville

Strengthening our place – Rockhampton

ECA Tenant Consultation Session – Pimpama

November 2016

Increasing choice across human services – Brisbane

QCOSS Annual General Meeting – Brisbane

PCOMS Train the Trainer Professional Development meeting – West End

Quality Collaboration Network Meeting – Wooloowin

Strengthening our place – Fraser Coast

Happy with HSQF – Gympie and Ipswich

February 2017

Focus groups to determine how we provide better information resources on domestic and family violence to Aboriginal and Torres Strait Islanders, and culturally and linguistically diverse populations – Toowoomba, Logan, Gold Coast, Brisbane, South Brisbane, North Brisbane, Ipswich, Rockhampton, Emerald

QCOSS Member Budget Priority Statement – Teleconference

Love your tender webinar series – online

Successful Multicultural Inclusion – How do we do it – New Farm

March 2017

Energy Savvy Families Forum – Toowoomba

April 2017

Energy Savvy Families Forum – Townsville, Hervey Bay, Charters Towers, Murgon, Townsville, Bundaberg Cost-of-living webinar series – Good Shepherd Microfinance – online

Commonwealth’s financial wellbeing and capability discussion paper – teleconference

Cost-of-living webinar series – Energy concessions – online

May 2017

Measuring your customer experience with the Net Promoter Score – online

Member engagement – Service delivery in Queensland’s remote and discrete Indigenous Communities – teleconference


New privacy law – how your organisation can prepare – online

Sexually transmitted debt – tenancy, DV and family law issues unpacked – Brisbane

Changing Lives Changing Communities NDIS – Townsville

Energy Savvy Families Forum – Cairns, Mount Isa, Rockhampton

June 2017

Multicultural Inclusion Workshop – Cairns

Cost-of-living Action Group inaugural meeting – Brisbane

Cost-of-living Showcase – Brisbane

The Written wordJuly 2016

QCOSS Response to housing discussion paper: Policy and program options generated through engagement

August 2016

QCOSS Cost-of-living Report Issue 4 – Special Edition: The cost of living and age pensioner households

November 2016

QCOSS South East Queensland Retail Electricity Market Monitoring 2016-17: Submission to Queensland Competition Authority Scoping Paper

QCOSS Submission to the Renewable Energy Expert Panel Draft Report

December 2016

Consumer-directed care forum report

QCOSS Submission to Queensland Competition Authority interim consultation paper on Regulated Retail Electricity Prices 2017-18

January 2017

QCOSS Draft Policy Statement - Centrelink Debt Issues 2017

QCOSS informs approach to monitoring the SEQ electricity market post deregulation

February 2017

QCOSS and NCOSS joint submission on social impact investing discussion paper

May 2017

QCOSS Budget priority statement 2017-18

June 2017

QCOSS Choice and Control? The experience of renters in the energy market


QCOSS State Budget Commentary 2017-18

Ongoing

Focal point - member e-newsletter, fortnightly

Community Door CommunityNews - self subscribe e- newsletter, fortnightly

QCOSS Event Calendar - e-calendar, monthly

Funders and sponsorsQCOSS is supported by the vice-regal patronage of His Excellency the Honourable Paul de Jersey AC, Governor of Queensland.

Our funders Queensland Department of Communities, Child Safety and Disability Services Queensland Department of Education and Training Queensland Department of Public Works and Housing Queensland Family and Child Commission Energy Consumers Australia

Our sponsors Churches of Christ in Queensland Queensland Department of Communities, Child Safety and Disability Services Life Without Barriers Queensland Mental Health Commission Queensland Treasury Social Benefit Bonds Energex FamS HESTA Aon Australia AGL Energy Ask Izzy

Our membersQCOSS is supported by 550 organisational and individual members who share the vision of a Queensland free of poverty and disadvantage.

We thank our members for their ongoing support and continued contribution to the work we do.

Our networkQCOSS is one part of the National COSS Network. These state, territory and national Councils of Social Service combine to create an independent, non- partisan and well-respected voice that advocate for individual and community need to all levels of government, supporting the community sector and facilitating a just and equitable Australia.

With more than 4,000 organisational and individual members we work as a catalyst for change in every state and territory of Australia amplifying voices to improve the lives of Australians.

Our purpose is to end poverty, inequality and exclusion in Australia.


We work together using our expertise and reach to help people who experience poverty, disadvantage and inequality in our communities, through:

Developing, informing and challenging policy, systems, behaviours and attitudes Advocating for social change Strengthening and supporting the community services sector Providing a voice for communities.

In behalf of the QCOSS team: “Sincere thanks to our generous sponsors and supporters. We appreciate your energy and commitment. We thank you on behalf of the community services sector and vulnerable individuals and families throughout Queensland who have benefited from our shared vision.”


Financial ReportDirectors’ Report The following persons were directors of the company during the whole of the financial year and up to the date of this report, unless otherwise stated:

DirectorsKate Tully

Mark Tucker-Evans (retired 30 November 2016)

Peter Emery

Gerry Weatherall

Patrick Bulman (appointed 30 November 2016)

Faiza El-Higzi

Sue Mason-Baker (resigned 30 November 2016)

Richard Johnson

Matt Gardiner (appointed 17 August 2016)

Anita Veivers (appointed 30 November 2016)

Objective: A Queensland free of poverty and disadvantage.

Principal ActivitiesQCOSS is the state-wide organisation for individuals and organisations working in the social and community service sector. Key activities during the financial year focussed on providing effective policy advice, working to strengthen responsive community services and having productive partnerships with communities, the community services sector and government. This work is done with a Queensland free of poverty and disadvantage front of mind.

Strategy for achieving the objectives- A policy agenda to eliminate poverty and disadvantage through informed advocacy- Innovative, effective, valued community services- Mutually beneficial relationships with our stakeholders- A strong, sustainable and effective organisation.

Operating ResultThe surplus/(deficit) after providing for income tax amounted to $208,769 (2016 surplus: $273,092).


Performance measures- A membership that sees value in QCOSS membership- QCOSS seen by key stakeholders as the leading authority on issues relating to poverty

and disadvantage- Advice and research to inform policy, program and service design for improved social and

economic outcomes is sought and acknowledged- Advocacy outcomes for access to a basic standard of living and essential services for all

Queenslanders- Collaboration is facilitated between service providers, government and communities to

improve outcomes for people and communities- Community Sector organisations are prepared for key reforms impacting the sector - Appropriate organisational resources and structures in place to support delivery of key

initiatives

Information on DirectorsKate Tully, Director (Chair)

Qualifications & experience: M Bus, Grad Cert Bus (Philanthropy & Nonprofit Studies), Cert Gov Prac, BA (Comm).

Kate is an experienced nonprofit leader and governance professional; her particular areas of interest include governance, strategy and change management. Kate has been an active member of governing and advisory bodies for more than 20 years, including the Australian Young Business and Professional Women’s Committee, Ethics Review Committee of Royal Prince Alfred Hospital, Premiers Council for Women (NSW), and Second Chance Programme, which raises funds for homeless women. In addition to her governance roles, Kate has managed a number of successful businesses in the private and not for profit sectors.

Kate was CEO of YWCA Queensland from 2011 to 2017, and continues her involvement with the YWCA as Company Secretary. Kate is now pursuing doctoral studies in the field of regional community development and social capital-building, and is also engaged in a number of related consultancies. Kate is a member of the Queensland Plan Ambassadors Council, supporting a long-term vision for Queensland. In 2016, Kate was awarded the Alumna of the Year Award by the Australian Centre for Philanthropy and Nonprofit Studies at QUT, for her contribution to the nonprofit sector.

Peter Emery, Director

Qualifications & experience: BA; LLB; Grad Dip Mgt; FAICD; FFin; FIML; FGIA; FCIS

Peter is Chair of the Governance Committee and has over 38 years’ experience in management as a lawyer, investment banker, general manager, company director and consultant. Peter spent the first five years of his career in private legal practice and then joined the NatWest Group, a leading international bank, as Corporate Counsel. Over a period spanning some 15 years, Peter enjoyed a variety of senior and general management positions in Sydney and Melbourne. Since 1998, Peter has carried on his own consulting and contracting business which has included appointment as a director of NatWest Markets Australia Limited and its group companies, management of a boutique legal firm and Adjunct Lecturer in Law at Macquarie Graduate School of Management.

Peter is currently Chair of TransitCare and advisory board member of Artius Group. He is a facilitator for various Australian Institute of Company Directors education programs including the Company Directors Course and The Not for Profit Board. Peter has degrees in Arts and


Law and postgraduate qualifications in Management. He holds the Australian Institute of Company Directors Advanced Diploma and is an accredited mediator and trainer.

Gerry Weatherall, Director

Qualifications & experience: Dip Electronics & Communications, MAICD

Gerry is Chair of the Finance and Audit Committee and is a member of the Senior Executive of Churches of Christ in Queensland holding the position of Chief Mission Development Officer. Gerry is responsible for driving the development of the mission of Churches of Christ across all areas of the organisation including through acquisitions and business growth. Churches of Christ provides services to over 45,000 people across seniors living, homelessness and housing, child, youth and family services and chaplaincy and through a number of local Christian churches.

Prior to joining the Executive Team in 2010, Gerry was the Deputy Chair of the Board of Churches of Christ Care in 2009 and of the new combined Board of Churches of Christ Queensland in 2010. Gerry has had significant other experience in corporate leadership having served on the Board of EDMI Ltd, an International company listed in Singapore. He is a member of the Australian Institute of Company Directors.

Richard Johnson, Director

Qualifications & experience: BSocSci, BCouns, MCouns.

Richard trained as a Registered Nurse, has degrees in Social Science, Counselling, and Master of Counselling. He is a member of the CEO Institute and has over 30 years’ experience working for a number of community services, non-government organisations including senior executive positions in UnitingCare Community and more recently Suncare Community Services. Having spent most of his career working in regional Queensland, along with his role in providing senior leadership in community recovery activities, Richard is acutely aware of many of the issues facing individuals, families and communities throughout regional areas of Queensland.

Faiza El Higzi, Director

Qualifications & experience: BSc (Hons), Grad Dip Pjt Mgt, MAppSc, Med. JP(Qual)

Faiza has over 20 years’ experience in the community sector as a board member, manager and volunteer focusing on emerging African, Arab and Islamic communities. She also has extensive experience working with youth and refugees. Currently Faiza is a member of the Queensland Domestic and Family Violence Implementation Council and Metro South Health Consumer Advisory Committee. She was the Human Rights Advisor for the National Council for Women and a member of the Queensland Ministerial Multicultural Committee.

Faiza has 10 years’ experience in government policy at both state and federal levels of strategic policy, research and industry development. Her experience in the NGO sector includes community development, refugee settlement and youth engagement. Faiza has a number of qualifications including a post graduate level in Architecture, Project Management, International Business and Education. She is currently a PHD scholar at the University for Queensland focusing on gender studies.

Matt Gardiner, Director (appointed 17 August 2016)

Qualifications & experience: BSocSc (Couns), M. Clin. Couns., Grad. Dip. Strategic Leadership


Matt is Executive Director, Child & Family Services with Benevolent Society, leading a large, professional workforce across several states, to deliver services across a portfolio of counselling, early childhood education, mental health, violence prevention, child protection and community development and includes one of Australia’s first Social Benefit Bonds. Passionate about social justice, improving systems and therapeutic practice, Matt is an experienced practitioner and has held several senior executive roles some of Australia's leading not-for-profits. He is proud to contribute to the ongoing strength of QCOSS in its strategic objectives and to represent members across the state. Matt is a Member of Australian Institute of Management, where he’s currently completing his MBA.

Patrick Bulman, Director (appointed 30 November 2016)

Qualifications & experience: MBA, Advanced Dip. Nursing & Mgt, RGON, RPN, Dip. Personnel Mgt, Dip Supervisory Mgt, FAIM, MAICD, AuSAE

Patrick has over 30 years as an experienced senior manager working across community, allied health, aged care and mental health services in local and overseas managing culturally diverse healthcare community environments in the commercial and NFP sector. Passionate about social justice Patrick is employed as CEO of Encircle, a community owned “for purpose’’ organisation with services based across four sites leading a broad portfolio of Community Services throughout the Moreton Bay region. With 14 years Board and Management Committee experience Patrick has a particular interest in strategy, change management and corporate governance with an affinity for successful advocacy and lobbying.

Prior to the current role Patrick was previously State Manager of Regis, General Manager of the Australian Physiotherapy Association, CEO of Parkinson’s Qld and CEO of Asthma Foundation of Qld.

Anita Veivers, Director (appointed 30 November 2016)

Qualifications & experience: Advanced Diploma Community Service Management; Diploma Management; Diploma Business.

Anita Veivers is a highly experienced senior executive, recently appointed to the position of Executive Director of Centacare Cairns, a local organisation highly regarded as a long standing provider of person centred community services across mental health, counselling, aged care, migrant services and disability support. Anita was previously CEO of ARC Disability Services, in the leadership role of this specialist disability services provider for more than 20 years.

Passionate about working with people and community, Anita has served as a member of several community advisory groups across the health, disability and community sectors, and chairs the FNQ Regional Disability Advisory Council as well as representing FNQ on the Queensland Disability Advisory Council, currently in her third term as Deputy Chair. Anita has almost 30 years community sector experience in Australia and the UK, and is a strong advocate for community collaboration and partnership.

Mark Tucker-Evans, Director (retired 30 November 2016)

Mark is Chief Executive of Council on the Ageing (COTA) Queensland, Chair of Health Consumers Queensland and the Queensland Health Health Consumer Collaborative, Director of ACOSS, The Institute of Healthy Communities Australia, Healthy Communities Australia Certification, CheckUp Australia and an Executive Member of the Queensland Clinical Senate. Previously Mark has held CEO roles within research, media, industry and professional associations in NSW and Queensland and developed significant expertise in issues related to Consumer and Community Engagement and Age-Friendly Cities and Communities.


Sue Mason-Baker, Director (resigned 30 November 2016)

Qualifications & experience: Bachelor of Business(Accounting), FCPA, GAICD

Sue is an experienced Board Director and is Treasurer of the Sunshine Hospice Ltd, a charity providing end of life care. Sue has held senior Finance, Executive and CEO positions, in diverse industries including manufacturing, property, private hospitals, primary health care and community services. Sue’s previous role was as CEO with a Not-for-Profit provider specialising in aged, disability and mental health services. Currently Sue holds a senior Executive position with IFYS Limited, an organisation that provides opportunities for children, young people, adults and families. Her experience in community services has given Sue much insight into the issues facing our most vulnerable.

Company secretary

Julie Couper holds the role of Company Secretary. Julie is a graduate of the Australian Institute of Company Directors, holds a Graduate Certificate Management and has more than 20 years of experience in strategy and operations development; governance and service management gained in the not for profit and financial services sectors.

Meetings of directorsThe number of meetings of the company's Board of Directors ('the Board') and of each Board committee held during the year ended 30 June 2017, and the number of meetings attended by each director were:

Directors Full Board Finance and Audit Committee

Governance Committee

Attended Held Attended Held Attended HeldKate Tully 8 9 1 1Peter Emery 8 9 3 3Gerry Weatherall 9 9 3 3Richard Johnson 8 9 3 3Faiza El-Higzi 7 9 3 3Matt Gardiner 9 9Patrick Bulman 4 4 2 3Anita Veivers 3 4 1 1Mark Tucker-Evans 5 5 1 1 1 2Sue Mason-Baker 2 5 1 1

Held: represents the number of meetings held during the time the director held office or was a member of the relevant committee.

Contributions on winding upIn the event of the company being wound up, ordinary members are required to contribute a maximum of $10 each. The total amount that members of the company are liable to contribute if the company is wound up is $5,130 based on 513 current ordinary members.

Subsequent Events to Reporting PeriodThere are no subsequent events to be noted.


Auditor's independence declarationA copy of the auditor's independence declaration as required under Australian Charities and Not for Profits Commission Act 2012 and the Corporations Act 2001 is below.


Statement of profit and loss and other comprehensive income for the year ended 30 June 2017

Notes 2017 2016

$ $

Revenue 2 3,220,953 5,811,267

Employee benefits expense (2,063,316) (3,472,211)

Contracted Program Delivery 3 - (772,391)

Depreciation expense 4 (8,105) (8,494)

Computer costs (18,637) (77,311)

Conference/seminar costs (199,582) (326,380)

Consultancy fees (221,394) (283,716)

Travel and accommodation (104,264) (193,900)

Printing and stationery (20,271) (28,229)

Rent 4 (140,068) (254,174)

Postage (3,486) (6,877)

Telephone (23,460) (40,845)

Other expenses (209,601) (73,647)

Surplus before income tax expense 208,769 273,092

Income tax expense 1 - -

Surplus after income tax expense for the year 208,769 273,092

Other comprehensive income for the year, net of tax - -

Total comprehensive income for the year 208,769 273,092

The accompanying notes form part of these financial statements.


Statement of financial position as at 30 June 2017

Notes 2017 2016

$ $

CURRENT ASSETS

Cash and cash equivalents 5 3,262,117 3,150,957

Trade and other receivables 6 612,744 206,563

Other current assets 7 19,651 39,862

TOTAL CURRENT ASSETS3,894,512 3,397,382

NONCURRENT ASSETS

Property, plant and equipment8 6,296 11,582

TOTAL NONCURRENT ASSETS6,296 11,582

TOTAL ASSETS 3,900,808 3,408,964

CURRENT LIABILITIES

Trade and other payables 9 1,490,546 1,217,600

TOTAL CURRENT LIABILITIES1,490,546 1,217,600

NONCURRENT LIABILITIES

Long-term provisions10 88,025 77,896

TOTAL NONCURRENT LIABILITIES88,025 77,896

TOTAL LIABILITIES 1,578,571 1,295,496

NET ASSETS 2,322,237 2,113,468

EQUITY

Retained surpluses2,322,237 2,113,468

TOTAL EQUITY2,322,237 2,113,468

The accompanying notes form part of these financial statements.



Statement of changes in equity for year ended 30 June 2017

Retained surpluses Total

$ $

Balance as at 1 July 2015 1,840,376 1,840,376


Other Comprehensive Income, net of tax - -

Total Comprehensive Income 273,092 273,092

Balance as at 30 June 2016 2,113,468 2,113,468

Balance as at 1 July 2016 2,113,468 2,113,468


Other Comprehensive Income, net of tax - -

Total Comprehensive Income 208,769 208,769

Balance as at 30 June 2017 2,322,237 2,322,237

Statement of cash flows for year ended 30 June 2017

Notes 2017 2016

$ $

CASH FLOW FROM OPERATING ACTIVITIES

Receipts from government grants, members and clients

3,215,042 5,255,091

Payments to suppliers and employees (3,173,848) (5,631,462)

Interest received 72,786 89,758

Net cash provided by operating activities 14(b) 113,980 (286,613)

CASH FLOW FROM INVESTING ACTIVITIES

Payment for property, plant and equipment

(2,819) (199)

Net cash used in investing activities (2,819) (199)

Net increase in cash and cash equivalents 111,160 (286,414)

Cash at beginning of financial year 3,150,957 3,437,371

Cash at end of financial year 14(a) 3,262,117 3,150,957

The accompanying notes form part of these financial statements.Page 41 / October 2017

Note 1: Statement of significant accounting policiesGeneral informationThe financial statements cover Queensland Council of Social Service Company Ltd by guarantee as an individual entity. The financial statements are presented in Australian dollars, which is the company's functional and presentation currency.

Queensland Council of Social Service Company Ltd is a not-for-profit unlisted public company limited by guarantee, incorporated and domiciled in Australia. Its registered office and principal place of business are:

Ground Floor20 Pidgeon CloseWest End Qld 4101

A description of the nature of the company's operations and its principal activities are included in the directors' report, which is not part of the financial statements.

The financial statements were authorised for issue, in accordance with a resolution of directors, on 28 September 2017. The directors have the power to amend and reissue the financial statements.

Basis of preparationThese general purpose financial statements have been prepared in accordance with Australian Accounting Standards and Interpretations issued by the Australian Accounting Standards Board ('AASB'), the Australian Charities and Not for Profits Commission Act 2012(ACNC 2012), as appropriate for not-for-profit oriented entities. These financial statements also comply with International Financial Reporting Standards as issued by the International Accounting Standards Board ('IASB').

Historical cost conventionThe financial statements have been prepared under the historical cost convention.

(a) Revenue

Revenue is recognised when it is probable that the economic benefit will flow to the company and the revenue can be reliably measured. Revenue is measured at the fair value of the consideration received or receivable.

Sales revenue

Events, fundraising and membership are recognised when received or receivable.

Donations

Donations are recognised at the time the pledge is made.

Grants

Grants are recognised at their fair value where there is a reasonable assurance that the grant will be received and all attached conditions will be complied with.


Deferred Income

Deferred income represents grants received in advance for next financial year or unexpended grants of current year, which under the terms of agreement with the grantors, are refundable.

Interest

Interest revenue is recognised as interest when it is earned.

Other revenue

Other revenue is recognised when it is received or when the right to receive payment is established.

(b) Income Tax

As the company is a charitable institution in terms of subsection 50-5 of the Income Tax Assessment Act 1997, as amended, it is exempt from paying income tax.

(c) Current and non-current classification

Assets and liabilities are presented in the statement of financial position based on current and non-current classification.

An asset is current when: it is expected to be realised or intended to be sold or consumed in normal operating cycle; it is held primarily for the purpose of trading; it is expected to be realised within twelve months after the reporting period; or the asset is cash or cash equivalent unless restricted from being exchanged or used to settle a liability for at least twelve months after the reporting period. All other assets are classified as non-current.

A liability is current when: it is expected to be settled in normal operating cycle; it is held primarily for the purpose of trading; it is due to be settled within twelve months after the reporting period; or there is no unconditional right to defer the settlement of the liability for at least twelve months after the reporting period. All other liabilities are classified as non-current.

(d) Cash and Cash Equivalents

Cash and cash equivalents includes cash on hand, deposits held at call with financial institutions, other short-term, highly liquid investments with original maturities of six months or less that are readily convertible to known amounts of cash and which are subject to an insignificant risk of changes in value.

(e) Trade and other receivables

Trade and other receivables are recognised at amortised cost, less any provision for impairment.

(f) Plant, plant and equipment

Plant and equipment is stated at historical cost less accumulated depreciation and impairment. Historical cost includes expenditure that is directly attributable to the acquisition of the items.


Depreciation is calculated on a straight-line basis to write off the net cost of each item of property, plant and equipment over their expected useful lives as follows:

Class of fixed asset Useful lives Depreciation basisMotor vehicles 4 years Straight line Office equipment 4 to 5 years Straight lineFurniture, fixtures and fittings 10 years Straight lineLibrary 10 years Straight line

The residual values, useful lives and depreciation methods are reviewed, and adjusted if appropriate, at each reporting date.

An item of property, plant and equipment is derecognised upon disposal or when there is no future economic benefit to the Company. Gains and losses between the carrying amount and the disposal proceeds are taken to profit or loss.

(g) Impairment of non-financial assets

Non-financial assets are reviewed for impairment whenever events or changes in circumstances indicate that the carrying amount may not be recoverable. An impairment loss is recognised for the amount by which the asset's carrying amount exceeds its recoverable amount.

(h) Trade and other payables

These amounts represent liabilities for goods and services provided to the company prior to the end of the financial year and which are unpaid. Due to their short-term nature they are measured at amortised cost and are not discounted. The amounts are unsecured and are usually paid within 30 days of recognition.

(i) Employee Benefits

Short-term employee benefits

Liabilities for wages and salaries, including non-monetary benefits, annual leave and long service leave expected to be settled within 12 months of the reporting date are recognised in current liabilities in respect of employees' services up to the reporting date and are measured at the amounts expected to be paid when the liabilities are settled.

Other long-term employee benefits

The liability for annual leave and long service leave not expected to be settled within 12 months of the reporting date are recognised in non-current liabilities, provided there is an unconditional right to defer settlement of the liability. The liability is measured as the present value of expected future payments to be made in respect of services provided by employees up to the reporting date using the projected unit credit method. Consideration is given to expected future wage and salary levels, experience of employee departures and periods of service. Expected future payments are discounted using market yields at the reporting date on national government bonds with terms to maturity and currency that match, as closely as possible, the estimated future cash outflows.

(j) Fair value measurement

When an asset or liability, financial or non-financial, is measured at fair value for recognition or disclosure purposes, the fair value is based on the price that would be received to sell an


asset or paid to transfer a liability in an orderly transaction between market participants at the measurement date; and assumes that the transaction will take place either: in the principle market; or in the absence of a principle market, in the most advantageous market.

Fair value is measured using the assumptions that market participants would use when pricing the asset or liability, assuming they act in their economic best interest. For non-financial assets, the fair value measurement is based on its highest and best use. Valuation techniques that are appropriate in the circumstances and for which sufficient data are available to measure fair value, are used, maximising the use of relevant observable inputs and minimising the use of unobservable inputs.

(k) Goods and Services Tax (GST) and other similar taxes

Revenues, expenses and assets are recognised net of the amount of associated GST, unless the GST incurred is not recoverable from the tax authority. In this case it is recognised as part of the cost of the acquisition of the asset or as part of the expense.

Receivables and payables are stated inclusive of the amount of GST receivable or payable. The net amount of GST recoverable from, or payable to, the tax authority is included in other receivables or other payables in the statement of financial position.

Cash flows are presented on a gross basis. The GST components of cash flows arising from investing or financing activities which are recoverable from, or payable to the tax authority, are presented as operating cash flows.

Commitments and contingencies are disclosed net of the amount of GST recoverable from, or payable to, the tax authority.

(l) Leases

Leases of fixed assets, where substantially all the risks and benefits incidental to the ownership of the asset, but not the legal ownership, are transferred to the Company are classified as finance leases. Finance leases are capitalised, recording an asset and a liability equal to the present value of the minimum lease payments, including any guaranteed residual values. Leased assets are depreciated on a straight-line basis over their estimated useful lives where it is likely that the Company will obtain ownership of the asset, or over the term of the lease. Lease payments are allocated between the reduction of the lease liability and the lease interest expense for the period.

Lease payments for operating leases, where substantially all the risks and benefits remain with the lessor, are charged as expenses in the periods in which they are incurred.

Lease incentives received under operating leases are recognised as a liability. Lease payments received reduced the liability.

(m) New Accounting Standards for Application in Future Periods

The AASB has issued a number of new and amended Accounting Standards and Interpretations that have mandatory application dates for future reporting periods, some of which are relevant to the Company. The directors have decided not to early adopt any of the new and amended pronouncements. Their assessment of the pronouncements that are relevant to the Company but applicable in future reporting periods is set out below:


New/revised pronouncements Nature of change

Application date to the Company

Impact to the Company

AASB 15 Revenue from Contracts with Customers

The standard contains a single model that applies to contracts with customers and two approaches to recognising revenue: at a point in time or over time. The model features a contract-based five-step analysis of transactions to determine whether, how much and when revenue is recognised. AASB 15 provides the following five-step process:

identify the contract(s) with a customer;

identify the performance obligations in the contract(s);

determine the transaction price;

allocate the transaction price to the performance obligation in the contracts;

recognise revenue when (or as) the performance obligations are satisfied.

1 January 2019

Although the directors anticipate that the adoption of AASB 15 may have an impact on the Company’s financial statements, it is impracticable at this stage to provide a reasonable estimate of such impact.

(n) Critical Accounting Estimates and JudgmentsThe preparation of the financial statements requires the use of certain critical accounting estimates. It also requires management to exercise its judgement in the process of applying the company's accounting policies. The areas involving a higher degree of judgement or complexity, or areas where assumptions and estimates are significant to the financial statements.

Estimation of useful lives of assets

The company determines the estimated useful lives and related depreciation and amortisation charges for its property, plant and equipment and finite life intangible assets. The useful lives could change significantly as a result of technical innovations or some other event. The depreciation and amortisation charge will increase where the useful lives are less than previously estimated lives, or technically obsolete or non-strategic assets that have been abandoned or sold will be written off or written down.


Note 2: Revenue

2017$

2016$

Operating activities

QCOSS project funding 2,578,796 5,135,112

- Other income 569,370 586,397

3,148,166 5,721,509

Non-operating activities

Interest 72,787 89,758

3,220,953 5,811,267

Note 3: Contracted program delivery

2017$

2016$

Disbursement to grant partners - 772,391

Note 4: Expenses

2017$

2016$

Surplus before income tax includes the following specific expenses:

Depreciation of noncurrent assets 8,105 8,494

Rental expense on operating leases

Minimum lease payments – property 140,068 254,174

Note 5: Cash and cash equivalents

2017$

2016$

Cash on hand 300 38

Cash at bank 802,792 750,480

Deposits at call 2,459,025 2,400,439

3,262,117 3,150,957


Note 6 Trade and other receivables

2017$

2016$

Trade receivables 612,744 206,563

Note 7: Other current asstes

2017$

2016$

Accrued Interest 12,893 12,610

Prepayments and other receivable 6,758 6,958

Deferred income - 20,294

19,651 39,862

Note 8: Plant and equipment

2017$

2016$

PROPERTY, PLANT AND EQUIPMENT

(a) Office equipment

At cost 78,718 82,800

Less accumulated depreciation (73,121) (72,991)

5,597 9,809

(b) Office furniture and fittings

At cost 14,229 14,229

Less accumulated depreciation (13,530) (12,456)

699 1,773

Total property, plant and equipment 6,296 11,582


ReconciliationMovement in the carrying amounts for each class of property, plant and equipment between the beginning and the end of the current financial year.

Furniture and

FittingsOffice

Equipment Total

$ $ $

2017

Balance at the beginning of the year 1,773 9,809 11,582

Additions - 2,820 2,819

Depreciation expense (1,074) (7,032) (8,105)

Carrying amount at end of year 699 5,597 6,296

2016

Balance at the beginning of the year 2,912 17,363 20,275

Additions - - -

Disposals - (199) (199)

Depreciation expense (1,139) (7,355) (8,494)

Carrying amount at end of year 1,773 9,809 11,582

Note 9: Trade and other payables

2017$

2016$

Trade payables 15,096 208,971

GST Payable 90,151 45,962

Annual leave 141,095 154,161

Accrued expenses 136,174 178,261

Long service and other leave 18,566 13,838

Deferred income 1,089,464 616,407

1,490,546 1,217,600

Note 10: Provisions

2017$

2016$

NONCURRENT

Employee entitlements – Long service leave 88,025 77,896


Note 11: Capital and leasing commitments

2017$

2016$

Operating Lease Commitments

Non-cancellable operating leases contracted for but not capitalised in the financial statements

Payable — minimum lease payments

- not later than 12 months 129,590 -

- between 12 months and 5 years 32,674 -

162,264 -

A new property lease agreement was signed in October 2016 which expires on 30 September 2018.

Note 12: Contingent liabilityThe company has a bank guarantee of $49,373 that relates to the lease agreement at 20 Pidgeon Close, which is secured by a term deposit. There are no other contingent liabilities.

Note 13: Related party transactionsThere were no related party transactions during 2017 financial year or in the prior year.

Key management personnel – disclosures relating to key management personnel are set out in note 16.


Note 14: Cash flow information

2017$

2016$

(a) Reconciliation of cash

Cash at the end of the financial year as shown in the cash flow statement is reconciled to the related items in the balance sheet as follows:

Cash on hand 300 38

Cash at bank 802,792 750,480

At call deposits with financial institutions 2,459,025 2,400,439

3,262,117 3,150,957

(b) Reconciliation of cash flow from operations with Profit after income tax

Surplus before income tax expense 208,769 273,092

Noncash flows in profit:

Depreciation 8,105 8,494

Changes in assets and liabilities:

Decrease/(increase) in receivables (406,182) (92,549)

Decrease in other current assets 20,211 15,705

Increase/(decrease) in payables (204,841) (50,303)

Increase/(decrease) in accruals and provisions 14,861 (89,684)

Increase/ (decrease) in deferred income 473,057 (351,368)

Cash flows from operations 113,980 (286,613)

Note 15: Financial instruments(a) Risk Management

The Company is exposed to the following risks from their use of financial instruments:

- Market Risk- Credit Risk- Liquidity Risk

The Directors of the Company have overall responsibility for risk management. The Directors have established risk management policies designed to identify and monitor risks from financial instruments and ensure any adverse effects from these risks are minimized. The


Directors meet on a regular basis to review compliance with risk management policy and to analyse financial risk exposure in the context of the current economic environment.

(b) Interest Rate Risk

Interest rate risk is the risk that a financial instrument's value will fluctuate as a result of changes in market interest rates. Interest rate risk arises on balances of cash and cash equivalents. The entity minimises this risk by using a term deposit facility. The Company is exposed to interest rate risk and the effective weighted average interest rates on classes of financial assets and financial liabilities, is as follows:

Weighted Average Fixed Interest Rate MaturingEffective Interest Rate Floating Interest Rate Within 1 Year 1 to 5 Years

2017 2016 2017 2016 2017 2016 2016 2016Financial Assets: % % $ $ $ $ $ $

Cash 2.55 2.74 802,792 750,480 2,459,025 2,400,439 - -Total Financial Assets 802,792 750,480 2,459,025 2,400,439 - -

(c) Credit Risk

Credit is the risk that one party to a financial instrument will cause a financial loss for the other party by failing to discharge an obligation.

Credit risk arises on trade and other receivables. The objective of the entity is to minimise exposure to credit risk. The maximum exposure to credit risk, excluding the value of any collateral or other security, at balance date to recognised financial assets is the carrying amount of those assets, net of any provisions for doubtful debts, as disclosed in the statement of financial position and notes the financial statements.

The Company does not have any material credit risk exposure to any single debtor or group of debtors under financial instruments entered into by the Company.

(d) Liquidity Risk

Liquidity risk is the risk that an entity will encounter difficulty in meeting obligations associated with financial liabilities. The Company is largely dependent on government funding for grants to continue its operations during the year. It has always been the Company’s priority to maintain a good relationship with all government departments and ensure all contractual obligations have been met each year.

Remaining contractual maturities

The following tables detail the Company’s remaining contractual maturity for its financial instrument liabilities. The tables have been drawn up based on the undiscounted cash flows of financial liabilities based on the earliest date on which the financial liabilities are required to be paid.


Trade and other payables are expected to be paid as follows:

30 June 2017

30 June 2016

$ $

Less than 6 months 875,266 832,316

6 months to 1 year (50% of annual leave & deferred income not expensed) 615,280 385,284

Total 1,490,546 1,217,600

(a) Net Fair ValuesThe net fair values of listed investments have been valued at the quoted market bid price at balance date adjusted for transaction costs expected to be incurred. For other assets and other liabilities the net fair value approximates their carrying value. Financial assets where the carrying amount exceeds net fair values have not been written down as the Company intends to hold these assets to maturity.

The aggregate net fair values and carrying amounts of financial assets and financial liabilities are disclosed in the statement of financial position and in the notes to the financial statements.

(b) Sensitivity AnalysisThe Company has performed a sensitivity analysis relating to its exposure to interest rate risk at balance date. This sensitivity analysis demonstrates the effect on the current year results and accumulated funds which could result from a change in this risk.

Interest Rate Sensitivity Analysis:

At 30 June 2017, the effect on profit and equity as a result of changes in the interest rate, with all other variables remaining constant, would be as follows:

Year Ended 30 June 2017

Year Ended 30 June 2016

$ $

Change in profit attributable to members

Increase in interest rate by 1% 21,100 27,309

Decrease in interest rate by 1% (21,100) (27,309)


Note 16: Key management personnel disclosuresCompensation

The aggregate compensation made to the members of key management personnel of the Company is set out below:

Short-term employee benefits 553,613 543,092

Long-term benefits 10,403 8,127

Post-employment benefits 58,129 57,025

622,145 608,244

Note 17: Remuneration of auditorsDuring the financial year the following fees were paid or payable for services provided by BDO Audit Pty Ltd:

Audit of the financial statements 31,000 30,500


Note 18: Capital risk managementThe entity’s objectives when managing capital are to safeguard their ability to continue as a going concern, so that they can continue to provide benefits for stakeholders and maintain an optimal capital structure to reduce the cost of capital.

In order to maintain or adjust the capital structure, the entity may sell assets to reduce its debts.

Consistent with others in the industry, the entity monitors capital on the basis of the net gearing ratio. Net debt is calculated as total borrowings less cash and cash equivalents.

Note 19: Economic dependenceThe Company is dependent on receiving government grants for the majority of its revenue used to operate the business. At the date of this report the directors have no reason to believe the Company will not continue to receive grants from the government.

Note 20: Events subsequent to balance dateThere are no events subsequent to 30 June 2017.

Director’s declarationIn the directors' opinion:

- The attached financial statements comprising the statement of profit or loss and other comprehensive income, statement of financial position, statement of changes in equity and statement of cashflows and accompany notes, are in accordance with the Australian Charities and Not for Profits Commission Act 2012;

- Comply with International Financial Reporting Standards as issued by the International Accounting

- Standards Board as described in note 1 to the financial statements and Australian Charities and Not for Profits Commission Regulation 2013(ACNC Regulation 2013);

- The attached financial statements and notes thereto give a true and fair view of the company's financial position as at 30 June 2017 and of its performance for the financial year ended on that date; and

- There are reasonable grounds to believe that the company will be able to pay its debts as and when they become due and payable.

Signed in accordance with a resolution of directors made pursuant to subsection 60.15(2) of the ACNC Regulation 2013.

On behalf of the directors

________________________________

Kate Tully

Chair

28 September 2017


Brisbane



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