110 yearsnnual Review

2012 - 2013A

VISIONDeaf people

empowered, connected and achieving.

VALUESAs an organisation we are:

RESPECTFULWe nurture our relationships and treat all people with dignity.

TRUSTWORTHYWe are ethical, demonstrate integrity and transparency in all we

undertake so that our stakeholders have confidence in our motives and abilities.

DYNAMICWe seek to maximise our outcomes through innovation,

resourcefulness and a commitment to learning and sharing.

EMPOWERINGWe engage stakeholders in all processes, harnessing their creativity

to find solutions.

ontents

The Board 1

Our Team 3

Chairperson and CEO Report 5

Sector Leadership 7 Strategic Alliances 7 Advocacy Outcomes 7 Research Collaborations 8 StrengthenedProfile 8

Service Directions 9 Sustainable Services 9 Community Partnerships 13

Organisational Capabilities 15 People, Environment and Training 15 Enhanced Infrastructure 16 Marketing and Fundraising 16

Financial Sustainability 17 Investment Strategies 17 Non-Funded Income and Income Diversity 18

Our Supporters 19

Financial Statement 20

Strategic Plan 24

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Robin Blackson Bobbie joined the Board in August 2006. Bobbie holds degrees in Psychology and Social Work. She was a pioneer in relay service delivery in Queensland and is a co-founder of Australian Communication Exchange. She is responsible for managing an interpreting service at Griffith University and services the South East Queensland region. She is also a civil marriage celebrant and a JP. She is a member of the Australian Institute of Company Directors. She is a past President of Deaf Australia (then AAD), past board member of Deafness Forum, Chair of Australian Deaf Games 2008 Organising Committee, past member of National Disability and Carer Advisory Council.

Dylys Bertelsen Dylys joined the Board in August 2006. Dylys is Chief Executive Officer of Windsor Recruitment, an enterprise she began in 1999. Thirteen years’ of providing advice and service to many of Australia’s most recognised nonprofits. She is increasingly first port of call for people seeking direction in the human aspects that are unique to nonprofit business. With a post graduate qualification in Philanthropy and Nonprofit Studies, Dylys is an active member of the Major Gifts Committee at Mater Foundation Queensland and a Director of Artisan, Queensland’s peak organization for design.

Marita Corbett Marita joined the Board in 2009 and is a partner with BDO, a global network of accounting and advisory firms. She brings more than 20 years’ experience in supporting organisations to improve operations through evaluating decision making, risk management, management control and governance processes. Marita holds a Bachelor of Commerce (Accounting and Business Law), is a Chartered Accountant, a Certified Internal Auditor, Certified in Risk Management Assurance and Chair/Independent member of a number of Audit and Risk Management Committees, including the Crime and Misconduct Commission; Department of Science, Information Technology, Innovation and the Arts; Department of Environment and Heritage Protection; and the Queensland Parliamentary Service.

Judith BertramJudith joined the Board in November 2009. Judith has held a range of senior positions in the Queensland Government throughout her 30 year career most as the Deputy Director General, Department of Child Safety and prior to that as the General Manager, Workplace Health and Safety, Queensland. Judith has also worked extensively in the vocational education and training area. She is presently the Director of Community Engagement at the Queensland Resources Council. Judith is a graduate of the Australian Institute of Company Directors, and holds a Bachelor of Science and a Diploma of Education.

T he Board

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David Gibson David joined the Board in November 2009. David is a member of the Queensland Parliament and has been the State Member for Gympie since 2006. A graduate of the Royal Military College Duntroon, David served as an Army officer for 8 ½ years before embarking on a career in newspapers prior to taking public office. In his political responsibilities David has held various portfolio roles including serving as the Minister for Police and Community Safety. Currently he is the Chair of the Mary Valley Economic Development Advisory Committee and a member of the Agriculture, Resources and Environment Committee.

Richard Lizzio Richard joined the Board in November 2009. Richard is the Queensland and Northern Territory Manager for Healthscope. In total Richard has over 25 years of commercial experience including the not for profit sector in Health, Aged Care & Education. He also has an extensive background in advisory and financial services with Ord Minnett and KPMG. Richard has a Bachelor of Commerce and is a Chartered Accountant.

Ian Milton Ian joined the Board in 2006. He also served 1987-1996. Spanning more than 40 years, Ian was and continues to be heavily involved with the Deaf community in a variety of roles: past President of Queensland Deaf Sports Association, Queensland Deaf Tennis Club and Australian Deaf Tennis Association. He was a Board Director of the Queensland Theatre of the Deaf. He was founding President of Deaflink Inc, the forerunner of Australian Communication Exchange where he was also a Board Director. Ian was the Australian Team Manager for Tennis in the World Deaf Games in New Zealand in 1989. Ian has retired from the Brisbane City Council as a Designer in 2010.

Bronwyn Neroni Bronwyn joined the Board in May 2011. Bronwyn is the National Manager for the dispute resolution practice of the Australian Government Solicitor (AGS). Previously she worked with the not-for-profit sector as the National Manager of AGS’s pro bono program. She was admitted to practice as a solicitor of the Supreme Court of Queensland and a Practitioner of the High Court of Australia in 1999.

Sally StrobridgeSally joined the Board in 2013 and is a third generation Deaf person. Sally first became involved with Deaf Services Queensland in the 1980’s, through her association as a member of the Deaf community. As President of the Queensland Association of the Deaf from 2008-2011 Sally collaborated with Deaf Services Queensland to help establish the Townsville office. Currently Sally works as an Auslan Language Model for Education Queensland and as an Auslan consultant for different organisations.

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Brett Casey

Felicity Long

Rowner Fuifui

Community Services• Walk In• Community Support• Auslan Classes• Seniors• Special Projects

Lifestyle SupportServices• Individual Support• Group Activities• Respite Group

Patricia Galliford

Fay London

Craig McDonald

Marketing• Social Media• Web• Public Relations• Communications• Fundraising

Language Services• SLC• SWITC• Auslan Translations• Video Remote

Interpreting

ExecutiveDirector of Strategy and Innovation

Chief Executive Officer

Kelly Lewis

Liza Clews

Sign On Employment• Disability

Employment Service• EAF Assistance• Employment

Placement

Regional• Community Work• Interpreting Services• Regional Growth• Outreach Support

Board of Directors

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O ur Team

Angelo Toscano

ChiefFinancialOfficer

Judith Thatcher

Melanie Ellis

Nicole Byerley

Jim Gordon

David Murphy

Human Resources• People and

Environment• OH&S• Risk Management• Training

Quality Control• Quality Management• Information

Management• Continuous

Improvement

Finance• Accounting• Accounts Payable/

Receivable• Payroll

Information Technology• IT Strategy• PCI DSS Compliance• Infrastructure

Management

Deaf Lottery• Fundraising• Donor Relations• Community

Awareness

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hairpersons Report

On behalf of the Board, it gives me great pleasure once again to present the 2012-13 Annual Review. It doesn’t feel like twelve months have passed since I sat down to pen my thoughts for the last Annual Review. Yet, that time has passed and Deaf Services Queensland has continued to forge ahead at a blistering pace.

We acknowledge the traditional owners of the lands where our various offices are located particularly in Townsville, Cairns, Maryborough as well as in Brisbane.

With changes of government at State and Federal level, it is vital that we continue to ensure that our voice is heard and that can be achieved through positive and warm relationships and communication.

As we mark our 110th anniversary of unbroken service delivery in Queensland, it is appropriate to acknowledge tradition as well as embrace innovation. Deaf Services Queensland broke new ground last year partnering with like-minded organisations in sharing our Townsville space. The official launch held this year brought together key members of the community, school children, as well as representatives of the various organisations. We look forward to creating new partnerships that will strengthen the Deaf and hard of hearing communities.

Last year I mentioned the NDIS (National Disability Insurance Scheme) was close to launch, and this has now commenced. It is being gradually rolled out with Queensland being the last of the states in 2018-2019. We are monitoring this closely and will be heeding experiences from other states while

at the same time we are readying Deaf Services Queensland so we can be well prepared when the time comes.

The Smoke Alarm Subsidy Scheme is a vital service and one that we are proud to be associated with, to ensure that Deaf and hard of hearing people are safe in their own homes in Queensland. This will be launched later in the year.

Deaf Services Queensland has enjoyed the patronage of the Governor of Queensland almost since inception. There was a break for a few years and the Board is delighted that the Governor of Queensland Ms Penelope Wensley AC has agreed to be the Patron of Deaf Services Queensland from this year going forward.

As part of the Strategic Plan, the Board agreed to the creation of a new senior position, that of Director of Innovation, to explore ways that Deaf Services Queensland can continue to be creative and to grow. We as a Board continue to go from strength to strength in driving the Strategic Plan and in stepping up our corporate governance responsibilities. We welcome Sally Strobridge who was appointed to fill a vacant position. As always, I remain indebted to each and every Board member for their wisdom, skills and knowledge that they bring to the board meetings. Their oversight and corporate governance throughout the year is valued. None of our achievements and the ongoing attention to our Strategic Plan is possible without our dedicated team throughout our offices. The Board is indebted to our very capable CEO and his entire team, who work hard to make our vision a reality. To those who have passed, their families and to our members – thank you for your generosity in bequests and donations – we know you are interested in what we do, and that motivates and inspires us to strive, grow and improve.

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Bobbie BlacksonChairperson

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EO Report

The last twelve months have been exceptionally eventful for Deaf Services Queensland, and has provided a great opportunity to showcase Deaf Services Queensland as an organisation with a bright future. As we move past the half way mark of our three year Strategic Plan it is pleasing to see that our vision is now becoming realised.

This year we saw a number of services and programs launched in particular the Policelink SMS service, the Smoke Alarm Subsidy Scheme, our Video Remote Interpreting service and our new North Queensland Hub in Townsville. These service launches show Deaf Services Queensland’s commitment to service delivery and growth. As we move towards a future of consumer choice and control with the NDIS roll out, it is imperative that we continue to engage with our stakeholders at all levels. We are now looking at strategies to build a new framework that ensures that our services are responsive to our community. It is our engagement with the Deaf and hard of hearing community that will continue to drive this growth and will become an underlying objective of Deaf Services Queensland into the future.

Technology has also offered tremendous opportunity this past year after receiving funds to establish our Video Remote Interpreting (VRI) service. This is an important service that creates access to interpreting for people all around the state and indeed the country. This service will be particularly important for Deaf and hard of hearing people living in rural and remote areas. The geographical nature of Queensland creates many challenges for us and our regional and rural communities constantly face limitations in accessing services, including interpreting, so it is with great excitement that we are now able to create more inclusive access to interpreting services.

Our growth also comes from our long association with our fundraising arm, Deaf Lottery Australia. The Deaf Lottery subsidises many of our programs that are not Government funded and it is through receiving support through the Deaf Lottery that we are able to see many outcomes that lie outside our core service areas. With an investment into new services and programs also comes an investment in our staff, infrastructure and brand to ensure sustainability. It is pleasing to see that our strong values and culture at Deaf Services Queensland have remained intact throughout this growth period.

Deaf Services Queensland has an exciting and positive future even with the NDIS on the horizon. Our core strength of being responsive and engaging with the community goes to the heart of our strategic plan. This will see us through periods of uncertainty as we make further meaningful connections with all our stakeholder groups.

I would like to formally acknowledge and recognise our members, partners and donors. Through their generosity we are able to innovate and create services and programs that will be of significant value as we move into the future. We thank you for your ongoing support.

I would also like to acknowledge the generosity and wisdom of our Chair and our Board in leading Deaf Services Queensland towards a great future. Their time, expertise and contributions are invaluable and ensure the security of our organisation.

I would also like to take this opportunity to thank all the staff at Deaf Services Queensland. The passion and commitment of all staff is truly remarkable and it is a pleasure to work alongside them every day. Every staff member in their role is dedicated to serving the community and it is with this knowledge that I am confident that we are meeting our vision of seeing Deaf people in Queensland empowered, connected and achieving.

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Brett CaseyChiefExecutiveOfficer

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Strategic Alliances

This past year saw significant successes in forming strategic alliances with key organisations servicing Deaf and hard of hearing Queenslanders. A key example is the ‘North Queensland Hub’ established in Townsville. The Hear & Say Centre and the Queensland Hearing Loss Family Support Service are joining forces with Deaf Services Queensland and will now provide a one stop shop service for Deaf and hard of hearing people in the region. It is our vision that this platform can be established in other regional centres where services are also needed.

We have seen stronger ties with local, state and federal Government funding bodies, forging stronger relationships with those departments providing mainstream services to Deaf and hard of hearing people. With the NDIS on the radar we also have held several meetings with a number of influential leaders, including the CEO of the National Disability Insurance Agency Mr David Bowen and the chair of the Agency Board, Mr Bruce Bonyhardy. Such meetings provide an opportunity to raise the agenda for Deaf and hard of hearing issues.

With the newly created National Disability Insurance Agency now formed to operate the insurance scheme, we will continue to liaise and advocate for the needs and requirements of the Deaf and hard of hearing people as the NDIS rolls out.

On a local level, we have seen the commencement of the Queensland Government Your Life Your Choice (YLYC) initiative which allows people that have package funding arrangements to choose the support they need. Deaf Services Queensland will be applying to become a host provider for the YLYC initiative thereby expanding our service delivery capacity.

Advocacy Outcomes

Deaf Services Queensland undertook significant advocacy work throughout the year. Our Community Services team has tirelessly worked with the Queensland Attorney-General Department to ensure that members of the Deaf community in the prison system have fair and equal access to the justice system. It is intended to build on this collaboration to ensure positive policy reform resulting in equality for all Deaf and hard of hearing people who come into contact with the justice system.

In addition, Deaf Services Queensland are now successfully working with the Department of Community Safety to administer the Smoke Alarm Subsidy Scheme. This is an important program as it means that eligible Deaf and hard of hearing people can afford to keep themselves safe with specialised smoke alarms. When the Scheme was put on hold for review in mid-2012, Deaf Services Queensland was quick to respond by advocating for the Scheme to continue by liaising with the Minister for Police and Community Safety and the Queensland Fire and Rescue Service.

ector Leadership S

11,979 hours of Interpreting

4,405 Interpreting jobs provided

140 pro bono Interpreting jobs

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Research Collaborations

Deaf Services Queensland was privy to a number of research projects this past year that will assist in crafting services and programs for the community. Of particular note was the “Transition from School to Social and Economic Independence for Deaf and Hard of Hearing Youth” study Deaf Services Queensland initiated late in the financial year. The study centred on how best to support individuals into the workforce following leaving school, or other supported environments by understanding where the gaps may exist and how programs can best fill these. Following this study Deaf Services Queensland is actively pursuing change within current Government programs to better fit the needs of Deaf youths through this transition stage of school to employment.

StrengthenedProfile

As the not-for-profit sector moves towards a number of policy reforms it is our responsibility to ensure that “deafness gets a hearing”. Deaf Services Queensland through this period has developed and implemented a number of strategies to strengthen our profile and brand as well as promoting deafness. This year we participated in a wide range of events showcasing deafness to the wider community.

Deaf Services Queensland was involved in the inaugural City2South event which saw a number of runners raise funds directly to Deaf Services Queensland. This event also provided a great way to promote the positive work undertaken by our organisation for all stakeholder groups, not to mention the health benefits of running.

We also saw the launch of an iPhone application. Named ‘Sign IQ’, this application will assist in connecting hearing and Deaf people together by providing a library of signing vocabulary for the community to access. We encourage everyone to purchase and use the application in an effort to create more meaningful connections with Deaf and hard of hearing people.

An important milestone as we move into the future was the launch of the “North Queensland Hub” in Townsville. This hub is shared space with other Deaf organisations and services thereby creating a ‘one stop shop’ environment for people seeking Deaf services for all areas of life. We further saw the launch and commencement of the Smoke Alarm Subsidy scheme and the Policelink SMS service. These new services and programs not only contribute to the safety of Deaf and hard of hearing people’s day to day lives, but have created a platform for Deaf Services Queensland to communicate the work we do and the milestones the organisation achieves.

Deaf Services Queensland is also in a position to facilitate a number of great community based initiatives. This last period saw four Life Enrichment Grants awarded to Deaf and hard of hearing people to assist in them achieving their life goals. Each grant, valued at $3,500, provides individuals a chance to fulfil a dream or project that they are unable to fund on their own. This is a particularly innovative and rewarding opportunity to provide to the community and one that Deaf Services Queensland will continue to provide in the future.

Our staff and supporters competing in the inaugural City2South event.

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Sustainable Services

This past year has seen a number of opportunities presented to us that has allowed a further investment in advancing the technology arm of our organisation.

The introduction of our Video Remote Interpreting service early in the year came as a result of generous funding from the Australian Domain Administration (AUDA) and bequests to Deaf Services Queensland. This new service complements our existing interpreting services and allows regional and remote Deaf people to connect with interpreters and service providers in a way not previously available. This is an innovative and exciting time for us as we continue to expand our IT infrastructure and capabilities to connect Deaf and hard of hearing people.

Deaf and hard of hearing people continue to access our established Community Walk In and Referral Services across a number of locations in Queensland. On average over 70 Deaf people are assisted through this service per month. People seek assistance with interpreting letters and dealing with Government agencies such as the Australian Taxation Office, Centrelink and Schools. Where appropriate clients are referred to external agencies for further support.

The feedback and information gathered by our staff and from Deaf members accessing the Walk In Service, allows the Community Service team to identify issues and go on to create Community Information Sessions. These sessions provide information on a larger scale. In a typical months work the team will facilitate over seven Workshops or information sessions for our stakeholders.

These sessions often provide a platform for the community to raise new issues of inequality and barriers they face accessing support and other services.

Special Projects

The team has a responsibility to investigate issues of equity and access for the community. Investigating, reporting, advocating, lobbying and establishing partnerships that address unmet needs - is work the team do as special projects in addition to other day to day work.

Each of these projects was established because the community feedback showed many service gaps and inequality for our Deaf and hard of hearing clients.

Early Intervention Program

Youth Initiative

Revision of Auslan Curriculum

‘Deaf in Custody’ Project

Baby Sign in action.

ervice DirectionsS

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Lifestyle Support Services

Our Lifestyle Support Service continues to support vulnerable Deaf people with additional disabilities that require assistance whether around the home or to access generic services. Testament to our strength is our capacity to communicate with this vulnerable group providing a learning environment for clients that focuses on a pathway to independent living.

This service also provides brokerage arrangements to other generic organisations that have Deaf clients and this year we have seen an increase in such brokerage arrangements putting us on the right path to develop services within the framework of the NDIS.

With the recognition of the communication needs of this client group, we provide a respite program as well as recreational support through scheduled activities including a holiday program. A number of clients took the opportunity to sail the seas on a cruise ship around the Pacific Islands which was enjoyed by all.

Sign On Employment

Being a generalist employment service we provided employment support to both Deaf and hearing clients with a disability. This continued strongly through this period servicing this client group until March 2013 when we exited the Disability Employment Service. Our employment service has developed and implemented a new strategic direction in providing unique and tailored support to workplaces of Deaf and hard of hearing people; as well as working with Disability Employment Service and Job Service Australia providers in supporting their Deaf and hard of hearing clients.

Our aim is to ensure that information and training is available to Deaf and hard of hearing people and employers to build a workplace environment in which Deaf and hard of hearing people feel supported and thrive as valued staff members within the workplace. We look forward to servicing this increasing demand over the next year.

Lifestyle Support Services clients on a cruise.

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SWITC

Deaf Services Queensland also continues to facilitate the SWITC (Support with Interpreting, Translation and Communication) program. This is a unique program funded by the Department of Communities, Child Safety and Disability Services that delivers interpreting and translating services to Non Government Organisations (NGOs) that have clients who need communication support. This means that clients of any language background can access SWITC and receive the language support they need. We continue to see this service grow and this last year saw 2,095 bookings serviced across 46 different languages with 4,814 hours of interpreting provided. These statistics are a clear indication as to the need of this service within the NGO sector and the critical need to have interpreting and translating services for people of Culturally and Linguistically Diverse (CALD) backgrounds accessing services.

Sign Language Communications (SLC)

We continued to provide a quality Auslan interpreting service to Government, community as well as Deaf and hard of hearing people this year. Additionally, our SLC division established a taskforce to undertake a need analysis across the interpreting portfolio in order to identify potential gaps in service delivery as well as build on the strong foundations that this program delivers to the community. The taskforce recommended a number of improvement processes overall and the team continue to implement these recommendations.

Our overall strategy through the next 12 months is to increase the provision of optimal and ultimate satisfaction for our customer group.

Auslan Only Weekend attendees.

ervice DirectionsS

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168 Information Workshops held across Queensland

34 Deafness Awareness Training sessions

748 students attended our Auslan classes

1,149 people accessed support through our Walk-In Service

Regional Services

On a regional level, we have an office presence in Cairns, Maryborough and Townsville with each office outreaching to surrounding areas to provide both community work support and interpreting services. In total our regional offices service nine particular locations across Queensland – Maryborough, Hervey Bay, Bundaberg, Cairns, Mareeba, Townsville, Ayr, Home Hill, Charters Towers and a small outreach service to Mackay, Rockhampton and Gladstone.

However as reported earlier a significant outcome in the regional areas is the establishment of the North Queensland Hub in Townsville where Deaf Services Queensland is cohabitating with Hear and Say and Queensland Hearing Loss Family Support Service. A suite of services is available at the North Queensland Hub which aims to advance and empower Deaf and hard of hearing individuals and their families in the region. There will be a strong focus over the coming year for regional growth. Our staff giving out Deaf Services

Queensland balloons.

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Community Partnerships

The community sector relies on positive and productive partnerships with both corporate and fellow community organisations.

One of the key outcomes in the provision of information to our community is working in partnership with a broad range of organisations to assist in the facilitation of over 60 information workshops held in Brisbane alone. With information on a wide range of topics, Deaf Services Queensland delivered quality information sessions that saw nearly 1000 people receive the information they needed in order to empower their own decision making.

ervice DirectionsSDisaster Resilience

With Queensland being within the zone where natural disasters strike and with the advent of the wet and cyclone season upon us, the resilience of the community is a priority.

Following the devastating events in 2011 in Queensland, the Commonwealth established the Natural Disaster Resilience Program with a focus on natural disaster mitigation projects. This saw the Commonwealth and Queensland Government match funding contributions under the National Partnership Agreement. Deaf Services Queensland was a recipient of this funding in which we developed two separate programs aimed at mitigating the risk and developing the resilience of our Deaf and hard of hearing community.

As the lead provider of interpreters across Australia in live media broadcasts, the first project saw us research and deliver hands on workshops to more than 60 interpreters across the state. These workshops focused on preparing interpreters to effectively work in this highly stressful environment; stressful not only as a result of the looming disaster, but also due to interpreters’ own family and friends being personally impacted. We now have a registered pool of Interpreters who have completed this training and are best equipped to handle the intense interpreting environment of natural disaster reporting.

The second project called Be Prepared for Natural Disasters for the Deaf Community is aimed at building the resilience of the community in times of natural disasters and more importantly provide the tools for Deaf and hard of hearing people to be prepared. The project focused on the provision of information on various natural disasters through the making of a DVD in Auslan and the development of a personal emergency plan booklet in English. The overall objective was about ensuring the community are well prepared and in a position to respond to natural disasters whenever they strike.

Deaf Craft Group.

Our project worker not only conferred with Deaf and hard of hearing people in the development of these resources but also provided workshops across the state to a number of participants once the products were completed. This was an invaluable project and one which not only improved the resilience of our community but also realised our vision of achieving through empowering and connecting Deaf people.

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Many of our staff are also involved in state, regional and local level disability advisory councils. This presents a two-way networking opportunity for our organisation ensuring the needs of Deaf and hard of hearing people are placed on the agenda but also receiving information on policy and program decision making of the government and contributing to the changing disability sector reforms. We continue to forge strong relations with other Deaf and hard of hearing organisations. The ongoing collaboration with Better Hearing Australia, CICADA, Hear For You, and the Redland Hearing Loss Support Group is a gateway to positive collaboration within our sector. The community partnership led to the inaugural Queensland Deaf Summit in July 2012, opened and addressed by the Queensland Minister for Disabilities, Communities and Child Safety, the Hon. Tracy Davis. Minister Davis gave a great start to the Summit which saw a range of presentations addressing issues for our sector. A further positive outcome of this working collaboration with Deaf and hard of hearing groups saw the Federal Parliamentary Secretary for Disabilities, Senator Jan McLucas attend one of our meeting to address and have dialogue with the group.

Deaf Services Queensland will continue to support the needs of Deaf and hard of hearing groups in Queensland in both a short and long term capacity throughout the current policy shift that we see emerging across the disability sector.

Our regional offices work diligently in establishing and maintaining positive partnerships to ensure that Deaf people are empowered, connected and achieving. Such partnerships are Quota International, Better Hearing Australia, Cairns Regional Council, Fraser Coast Council, Townsville City Council, Local Disaster Management Groups, Employment Agencies, Interagency Networks, Queensland Health and Youth Forums.

Deaf Services Queensland provides valuable support to the Deaf Indigenous Dance Group based in Cairns where a large population of Deaf Indigenous reside. In addition to this, Deaf Services Queensland is navigating pathways to foster relationships and partnerships on Palm Island to further expand the services and supports provided to Deaf Indigenous communities in Queensland.

BellinghamMazebeingpresentedwithacertificateofthanksaftermakingagenerous donation.

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rganisational Capabilities

People, Environment and Training

With the strategic knowledge that services provided by the organisation will enter a changing and highly competitive environment under the NDIS in the near future, staff training has been themed on Customer Service Essentials. External trainers specialising in developing customer service engaged all staff in defining our customers and developing skill sets for exceptional customer engagement to ensure customer expectations are met. Training activities undertaken were specific to our sector and organisation, highly interactive resulting in implementable commitments to action. Manager specific training to support ongoing commitment to actions was also conducted ensuring ongoing long term positive outcomes for staff client interactions.

Other investment activities have included individual training for staff with external training organisations and conferences, updated induction activities, awareness of organisational activities and new services, working toward a culture of feedback, and worker safety particularly individual worker responsibilities to safety.

Staff investment has been supported by an Employee Satisfaction Survey which was conducted in conjunction with Queensland University of Technology focusing on employee perspective of organisational climate and culture. This survey also allowed Deaf Services Queensland’s specific results to be compared to other non-profit organisations grouped by service types. Deaf Services Queensland measured favourably above average in organisational climate (18 of 22 categories) and culture (all 5 measured categories) in comparison to the overall non-profit scale response.

The contribution of all staff is a big component in achieving business plan outcomes and recognition to our Corporate Services Team members in Finance, HR, Marketing, IT, Quality and the Lottery should be afforded for their continued enthusiasm and dedication to help our organisation achieve its goals in supporting services.

Deaf Services Queensland has continued to maintain a strong focus on workplace safety with further development and maintenance of the organisational hazard register. Similarly formal risk assessment procedures which were developed and introduced have been maintained and monitored through our corporate governance framework. Further, as Queensland over the past 2 years has been struck by natural disasters which have the capacity to impede on the operations of Deaf Services Queensland, the organisation’s continuity plan has been further reviewed and updated considering events such as natural disasters.

Further testament to our service capabilities, we were successful in passing the new Human Services Quality Standards external audit to the highest level and were also successful in maintaining our AS/NZS 9001:2008 Quality Management Systems accreditation across all service areas.

O

77 organisations used

SWITC

2,095 SWITC bookings

46 different languages interpreted

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Enhanced Infrastructure

There has been a strong commitment from Deaf Services Queensland to invest in our organisational capabilities, improving and enhancing our infrastructure to provide greater client engagement and accessibility.

The availability of high speed broadband connections and high quality hardware has created opportunities to provide stable, high quality Video Remote Interpreting and video conferencing for the Deaf community. Deaf Services Queensland is able to provide these facilities not only as a replacement for traditional face to face services where interpreters and other support staff are not readily available, but to reach out to Deaf people in isolated regions who would otherwise not have access to local services due to their communication needs.

A focus on creating enhanced infrastructure to support staff that service our programs continues to be a core focus of our organisational capabilities. Queensland as a large state and with many regional centres to cover and the need to provide Information Technology and Communication and other tools to staff is of paramount importance. We have seen further development of our intranet Share Point facility (cleverly renamed as ‘Deafshare’ by staff) and it means that with our large geographical areas that we cover, communication is clear and accessible across the organisation, regardless of location.

Marketing and Fundraising

Deaf Services Queensland continues to focus on the importance of Marketing and Fundraising across the organisation. Employing both offline and online tools, staff members across Corporate and Community service functions are utilising a range of communication methods to create positive and meaningful connections with Deaf and hard of hearing people.

Deaf Services Queensland regularly delivers a monthly email blast to organisational members and Deaf and hard of hearing community members. We have further developed two editions of our Deaf Views newsletter which continues to inform the wider community and our valued donors as to the events and news of the organisation. This important communication tool showcases the work of Deaf Services Queensland and informs readers and donors alike. In an effort to market our activities, a new website is due to be developed and launched in late 2013. This new website will present a fresh approach to the Deaf Services Queensland brand with an underlying focus of engagement and connection to the community.

The Deaf Services Queensland brand continues to gain equity and importance in the community as our name continues to be present in appropriate forums. Although we provide a number services and programs, we also participate and support community events. This year we had the pleasure of sponsoring the ASLIA Queensland Awards, the KODA camps across Australia, and the ANZED conference. Testimony to our brand realisation and exemplary service provision, Deaf Services Queensland was the winner of the Interpreters Organisation of the Year. We will continue to focus and build on our brand profiling moving forward.

Deaf Services Queensland also continues to develop a strong presence on social media with over 1000 followers on Facebook and over 300 followers on Twitter. We have seen from our activities here a growing cohort of the community relying on social media for information. Deaf Services Queensland continues to maintain resources in this area ensuring all people are kept informed.

Auslan Translation in action.

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inancial Sustainability

Investment Strategies

A key priority of corporate governance activities is ensuring the financial viability of the organisation. It is pleasing to report as highlighted in the financial statements that Deaf Services Queensland continues to build a strong balance sheet at the same time as meeting the current and growing future needs of the Deaf community that we service.

As part of meeting the future needs of the community Deaf Services Queensland has invested in providing infrastructure facilities for the Deaf Community in the North Queensland area. Deaf Services Queensland now has facilities in Townsville that operates as a North Queensland Hub that services not only the Townsville community but also Community members as far south as Rockhampton and west to Mt Isa.

Deaf Services Queensland has invested significantly in this facility in terms of human staffing and the latest state of the art video technology that will allow access to services to Deaf community members in remote locations as well as major regional towns. This opportunity to reach out is being enhanced with the building of our relationships with Department of Education and Queensland Health and is a wonderful example of what is possible with the engagement of all parties in achieving positive outcomes for stakeholders.

F

70 Block funded clients

10 Brokerage clients

24 Respite and Senior activity sessions

370 hours of accommodation support per week

Over 420 hours of support per week for all clients

Community Vege Patch.

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Non-Funded Income andIncome Diversity

The financial sustainability is supported by the performance of our fundraising arm – the Deaf Lottery. The Lottery has had a successful year and the results it achieved were above expectations. Further investment in systems and software in the Lottery operations resulted in steady increase in fundraising income. This has given an opportunity to sustain our future and provide a much needed source of financial support for the delivery of services for the Deaf and hard of hearing community.

The Life Enrichment Program is a good example of how the success of the Deaf Lottery is important in affecting the daily lives of Deaf people. Surplus funds for the lottery operation are applied via a grants program to individuals for financial assistance that support our vision of Deaf people, empowered, connected and achieving.

Our investments portfolio grew by a substantial 22.5% during the year. This source of investment income made a significant contribution to the diversified income of the organisation.

Donations and bequests are a small but very important source of other income. Constant focus through our Marketing efforts will continue to grow this source of non-funded income.

Another non-funded area is the interpreting service. It continues to provide a valuable service to the Deaf community with any surplus funds from this operation used for our ongoing community wide programs.

With the change in the Disability landscape with the impending arrival of DisabilityCare Australia (NDIS), it is essential that Deaf Services Queensland diversify its income streams so it can ensure ongoing sustainable services into the future.

The push toward diversified funding will also lead to a number of exciting new services initiatives and community events as Deaf Services Queensland looks to consolidate its position as a leader within the sector and push the boundaries of service delivery.

Children participating in a range of activities on our Family Auslan Only Weekend.

19

O ur Supporters Deaf Services Queensland would like to extend a very warm thank you to all the people who have so generously donated to the organisation over the past year.

High Value donors

Kelvin AbrahamJames BarrettPercy BatesP.K. BirdJohn BorchCatherine BrownJean BullockPG & NE ColeRodney CroftsJohn DarkG Alonso DelcuadroClifford DouglasVanessa EllisBertel ErikssonChristine FinchAlexander FraserSharryn GilshenanM GreenR.B. Greenup OAMJohn KennyMary KnightNell LandJ & K LeadbetterMichael LinnaneRosemary LockeJoanne LynamRay Miller Pty LtdDouglas MitchellMoira PalmerJohn ParkerDr John PawseyG PhillipsSebastiano PreviteraHF & DM RichMaureen StevensonBrian & Marie TobinMichael ZarkovichLynette Zupp

Clubs and Associations

Nudgee Golf ClubSmack It Social Golf ClubBrisbane Deaf Senior Citizens & AssociatesQueensland Police Service Operations Support CommandGin Gin State High School Student Council

Bequests

Mary Cecelia Lowrey Joyce Lillian Agnes Houston JR & LA French Russell McKimmin Queensland Community Foundation

Life Members

Avril ButtersRobert StoryCarol O’Reilly John EnchelmaierJudy RaxworthyKathleen RoweKenneth DonnellKerry PriorPatricia PhillipsPeter ThurechtThe Hon. Tom F ShepherdsonWendy HomeYvonne Loveday

Corporate Supporters

Panther DataMcCullough Robertson LawyersBellingham MazeBHP Billiton Matched Giving ProgramKenny IndustriesBrooks

20

inancial StatementF

Statement of Comprehensive IncomeFor the year ended 30 June 2013

INCOMEFundraising incomeGrants and subsidiesInterest / divided incomeServices incomeDonations and bequestsGain/(Loss) on investments

TOTAL INCOME

EXPENDITUREFundraising expenditureAdministration expensesLoss on disposal of fixed assetsDepreciation and amortisation expensesEmployee leave provisionsWages and salariesEmployee BenefitsInterest and finance lease charges

TOTAL EXPENDITURE

Surplus before income taxIncome tax expense

Surplus for the year

Other comprehensive income

Total comprehensive income for the year

2013 $

9,713,7943,313,452

99,6941,459,702

86,601213,208

14,886,451

7,403,2241,410,290

2,423208,84158,074

4,412,25053,183

180

13,548,465

1,337,986-

1,337,986

-

1,337,986

2012 $

7,313,3883,596,829

113,2351,478,064

176,472(57,106)

12,620,882

6,075,3201,363,190

3,539227,26242,898

4,227,32178,2094,653

12,022,392

598,490-

598,490

-

598,490

21

Statement of Financial PositionAs at 30 June 2013

CURRENT ASSETSCash and cash equivalentsTrade and other receivablesOther assetsFinancial assets

TOTAL CURRENT ASSETS

NON-CURRENT ASSETSProperty, plant and equipmentIntangibles

TOTAL NON-CURRENT ASSETS

TOTAL ASSETS

CURRENT LIABILITIESTrade and other payablesProvision for employee entitlements

TOTAL CURRENT LIABILITIES

NON-CURRENT LIABILITIESProvision for employee entitlements

TOTAL NON-CURRENT LIABILITIES

TOTAL LIABILITIES

NET ASSETS

EQUITYSurplus/(Deficit) from ordinary activitiesRetained surplus Reserves

TOTAL EQUITY

2013 $

2,492,598570,067105,837

1,384,924

4,553,426

4,257,51059,763

4,317,273

8,870,699

767,222455,808

1,223,030

101,205

101,205

1,324,235

7,546,464

1,337,9863,838,5212,369,957

7,546,464

2012 $

2,112,316226,064100,693

1,127,196

3,566,269

4,421,342-

4,421,342

7,987,611

1,280,193 422,031

1,702,224

76,909

76,909

1,779,133

6,208,478

598,490 3,240,0312,369,957

6,208,478

inancial StatementF

22

Statement of Changes in EquityFor the year ended 30 June 2013

Balance at 30 June 2011

Comprehensive income

Surplus for the year

Other comprehensive income for the year

Total comprehensive income

Balance at 30 June 2012

Comprehensive income

Surplus for the year

Other comprehensive income for the year

Total comprehensive income

Balance at 30 June 2013

Retained Earnings

$

3,240,031

598,490

-

598,490

3,838,521

1,337,986

-

1,337,986

5,176,507

Other Reserves

$

2,002,473

-

-

-

2,002,473

-

-

-

2,002,473

Asset Revaluation

Reserve $

367,484

-

-

-

367,484

-

-

-

367,484

Total $

5,609,988

598,490

-

598,490

6,208,478

1,337,986

-

1,337,986

7,546,464

23

24

trategic PlanSOur Goals What we will do We’ve succeeded when we have

Sector Leadership

Create opportunities to encourage leadership within our community and sector.

1. Develop strategic alliances across the community and corporate sector.

2. Improve advocacy outcomes for all stakeholders.

3. Collaborate with other organisations in Deaf research and development.

4. Develop profile capabilities through involvement with community and corporate relationships.

• Strategic alliances achieved with stakeholders and service providers.

• Improved access and equity for all stakeholders.

• Increased knowledge of changing environment through research and development.

• Established identity through increase presence in community, government and corporate events.

Service Directions

Being responsive to stakeholder needs by delivering services to the highest level.

1. Ensure sustainable service provision that is responsive to current and future community needs.

2. In partnership with the community, consult and identify needs to develop and increase current service capacity.

• Increase client numbers utilising services.

• Increase client satisfaction.• Increased partnership initiatives

with government, community and corporate sector maximising expertise and resources.

• Consultations held and services aligned to reflect stakeholder needs.

• Responsive to changing community needs through services growth and enhancement of existing services.

OrganisationalCapabilities

Invest in people and infrastructure to create a sustainable, professional and skilled organisation.

1. Ensure investment in staff and Board through a range of professional development initiatives and training.

2. Develop strategies that will enhance organisational infrastructure for long term sustainability.

3. Develop our profile through various marketing and fundraising strategies.

• Individual and organisational training plan implemented reflecting skill enhancement.

• Best practice corporate governance developed and implemented.

• Information Communication and Technology strategies implemented.

• Deaf lottery capacity enhanced.• Compliance regime for client and

corporate services developed and implemented.

FinancialSustainability

Financial resources remain viable through responsible financial management practices to meet the current and future needs of the community.

1. Develop and implement investment strategies that will create long term sustainability of the organisation.

2. Improve and increase the growth in non-funded income.

3. Implement identified strategies to diversify various income streams.

• Financial management ensures continuous improvements and risk reductions.

• Performance against budget.• Through development of corporate

relationships additional non-funded income secured.

• Further investment diversity established.

Moorooka915 Ipswich Road, MoorookaPO Box 465, Moorooka QLD 4105

Phone: 07 3892 8500Fax: 07 3392 8511TTY: 07 3892 8501Email: dsq@deafsq.org.au

Cairns224 Draper Street, CairnsPO Box 5970, Cairns QLD 4870

Phone: 07 4031 6315Fax: 07 4031 1383TTY: 07 4031 5335Email: dsq@deafsq.org.au

MaryboroughKathleen Costello Centre26 Wilson Street, Maryborough QLD 4650

Phone: 07 4121 5222Fax: 07 4121 4322TTY: 07 4121 5222Email: dsq@deafsq.org.au

Townsville111 Charters Towers Road, Hermit ParkPO Box 3641, Hermit Park Qld 4812

Phone: 07 4724 4163Fax: 07 4772 4338TTY: 07 3892 8501Email: dsq@deafsq.org.au