QCOSSANNUALREPORT

2017 -2018

QCOSS ANNUAL REPORT /  2017 - 2018

The QCOSS story

When Queensland Council of Social Service (QCOSS)looks to the future, we see a Queensland free ofpoverty and disadvantage. We see opportunities, notobstacles. Every moment, we are striving to empower,cultivate and drive forward with purpose. That purpose is improving the wellbeing of all peoplein Queensland - families, men, women, children of allages and cultural backgrounds. Our work focusses onevery Queenslander experiencing poverty anddisadvantage. As the state’s peak body for individuals andorganisations working in the social and communityservice sector, QCOSS understands the power ofworking together. We unite the voices of nearly 600member organisations to ensure the wellbeing of thecommunity’s most vulnerable is high on the agenda ofthe state. Change is facilitated by knowledge. Not only do wewant cost of living and affordability to be top priority forour legislators, we want to facilitate conversations withall sections of the community to develop good ideas,policy and solutions to some of the most importantsocial issues impacting people. To this end we arefocussing on place-based approaches, citizen-ledpolicy development, cost-of-living advocacy andcommunity sector capability and capacity building tomake sure the best possible outcomes are achievedfor Queenslanders. QCOSS’ past is rooted in advocating for a better lot forthe state’s most vulnerable individuals andcommunities. Since 1959, we have supported Queenslanders inneed, every day. Economic and social changes haverequired ongoing changes to our approach, and likethe community QCOSS seeks to serve, theorganisation is constantly evolving. Throughout, ourdedication has been and remains unwavering. Ourtrack record reflects this. QCOSS will continue to tirelessly advocate for realsocial change. Facilitating genuine change is hardwork, but we believe our vision for a Queensland freefrom poverty and disadvantage is worth fighting for.

We recognise the traditionalcustodians of the land, and the

importance of self-determinationand an end to disadvantage for

Aboriginal and Torres StraitIslander peoples. QCOSS

strongly supports reconciliation.

THE QCOSS STORY

2

On the front: This painting was produced bystaff from QCOSS' IndigenousProfessional Support Unit (IPSU)depicting their interpretation ofQCOSS' future. The centre redcircle is QCOSS, linked bycommunity hubs in Queensland'sfour regions - the Torres Strait,the coast, the west and Brisbaneregion. The white dot circlesrepresent the communitiesQCOSS works beside. Theorange dots represent thecommunication lines reflectingongoing yarns, community voicesand information sharing.

Our strategic direction

Effective policy advice: a policy agenda to eliminate poverty and disadvantagethrough informed advocacy Responsive community services: innovative, effective and valued communityservices Productive partnerships: mutually beneficial relationships with all our stakeholders A thriving organisation: a strong, sustainable and effective organisation

Courageously 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

Alongside communities, the government and business to facilitate place-basedapproaches 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

Local community vision and ideas drive responses to local need Community outcomes are improved through the direct involvement of citizens in policydevelopment Queenslanders can live with dignity maintaining a reasonable standard of living Community organisations can provide high standards of service and continue to bevalued in the community

Our strategic intent

We are working towards these outcomes

We focus on our work

Our values - with integrity we act

OUR STRATEGIC DIRECT ION

3

NAIDOC WEEK 2017

GO

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Good day in the Yandruwandha language from Western Queensland

Patji Dritji

Yin-ga-rri

H E L L O I N Y U G AMB E H

L A N G U A G E F R OM T H E

L O G A N / GO L D C O A S T R E G I O N

Good day in the Wirilanguage from the Central

Queensland region

B U N Y I B A G A R I B I R I

Good day

in the Guda

ng langua

ge

from the

tip of Cape

York

Mita Dju

HELLO FROM

MERIAM MIR

LANGUAGE

FROM EASTERN

TORRES

STRAITS

Maiem

Good day from the Ganulu language fromthe Comet River in Central Queensland

Binbee Kurri

Good morning in

the Duungidjawi language

from Upper Brisbane ValleyGalang Dulara

G'DAY FROM THEBARRUNGAM LANGUAGE

IN THE DALBY/BUNYAMOUNTAINS REGION

Gamba daru

G'day in Yinangah language from theLongreach region

DHURABURRA KARRI

W E L C O M E I N T H E K A L A L A G A W Y A

L A N G U A G E F R O M T H E W E S T E R N

T O R R E S S T R A I T S

S EW N G A P A

Good day in Darumbal la

nguage

 from th

e Rockhampton region

Gudam

ulli

Good day in Jagara language from the Brisbane area west ofIpswich and the Lockyer Valley

GURUMBA BIGI

Tharli MuraGood day in the Wangkumarra

language from WesternQueensland

G o o d d a y i n t h e

G o r e n g G o r e n g

l a n g u a g e f r o m t h e

B u n d a b e r g r e g i o n

B A L K A

W I T T A B E R R I

COME THIS WAY

WELCOME FRIEND

FROM THE WAKKA

WAKKA LANGUAGE IN

THE BURNETT RIVER

REGION

YHURRI GURRI

To celebrate NAIDOC week 2017, QCOSShighlighted the many Aboriginal and TorresStrait Islander languages that are spokenin our country.

ContentsBoard of Directors Chair's report Message from the CEO Advocacy and influence Our stories

A Manifesto for Change QCOSS Pulse Movement for Change Creating a Vision Place-based approaches Place-based roundtables Strengthening Our Place: Fraser Coast Strengthening Our Place: Capricornia Cost of living Sunny Savers success! Energy literacy and efficiency forums Sector capacity and capability building Dreams can come true Human Services Quality Framework (HSQF) Community Door Policy and advocacy Neighbourhood and community centres consultation report Social services reform Say NO to the cashless debit card Everyone deserves a place to call home Light at the end of the tunnel QCOSS' flood of water work COSS Network - the power to influence Peak power

Directors' report Auditor's Independence Declaration Statement of profit or loss and other comprehensive income Statement of financial position as at June 30 2018 Statement of changes in equity Statement of cash flow Notes to the financial statements Directors' declaration Independent Auditor's Report

Events The written word Funders and sponsors Financial report

6 7 8

10 12

36 37 38 39

13 14 16 19 20 21 22 24 25 26 27 28 29 30 31 32 33 35

40 41 42 43 44

1 2 8 9

10 11 11 12 25 26

Board of Directors

Matt Gardiner, Anita Veivers, Gerry Weatherall Kate Tully (Chair) Faiza El-Higzi, Richard Johnson, Nadia Currie

6

BOARD OF DIRECTORS

Chair's report

7

When I sat to write this report lastyear, change was a key theme –change in the sector, change inour communities and change in theworld. As I reflect on 2017-18,change remains the key theme.However, this year at QCOSS wehave embraced the possibilitieschange can bring by workingalongside communities throughoutQueensland and nationally toinfluence positive change in theseunsettling times. The QCOSS Board this year hasinvested significantly inQueensland communities. Wehave heard our members and thedelegates at the conference andwe understand the need for acatalyst for change. In the next 12months we will be rolling outChanging Lives, ChangingCommunities events throughoutQueensland to be that catalyst andbuild capacity for grass roots socialchange. This, and much of thework we do at QCOSS, is onlypossible with the ongoing supportof our partners. As the peak body for thecommunity service sector inQueensland we have beenfocussed on bringing together theright people – individuals,community sector, business,academia and government - tomake change and be part of ourunrelenting pursuit of aQueensland free of poverty anddisadvantage, where everyone hasa good life. This approachhighlights that the vision we aretrying to achieve is not something

we can do alone and we each ofus have a role to play asindividuals, community membersor workers in the sector. In 2017-18 the National COSSNetwork has continued to workcollectively, building on individualand collective strengths. QCOSShas led the charge by bringingtogether all COSS CEOs andChairs to develop a strategicdirection for the network oncross-jurisdictional issues. Our active involvement withACOSS reflects theunderstanding that nationalissues have huge impacts forpeople in Queensland and thatleverage from the national COSSNetwork will be key in achievingsuccess in social change. QCOSS is fortunate to have aproactive and committed boardso it is with a certain sadness thatI will be stepping down from theboard this year (two of which asChair.) It has been a veryrewarding six years being a

part of QCOSS and such a strongmovement for social change. In those six years I believe wehave made considerableprogress and I feel QCOSS hasthe momentum to continue tomake positive change inQueensland. I thank my fellowDirectors for their activeengagement in guiding QCOSSin its continuous evolution; it hasbeen a privilege to lead this teamas Chair. On behalf of the QCOSS Board,staff and members, I also extendour heartfelt thanks to our Patron,His Excellency the Hon. Paul deJersey AC, Governor ofQueensland. His Excellencytakes a genuine interest inQCOSS as the organisation thatrepresents – through its members– the social sector of the state.His support is much appreciated. Finally, our thanks to ourmembers, the lifeblood of theQueensland Council of SocialService. Organisations andindividuals across the state andsector look to QCOSS for advice,information, advocacy andleadership. We are proud to havebeen delivering on theseexpectations and we look forwardto continuing to travel alongsideour members as together westrive towards our shared goal: aQueensland free of poverty anddisadvantage.

‘Embracing the possibilities of change.’

Kate Tully Chair

CHAIR 'S REPORT / EMBRACING THE POSSIB IL IT IES OF CHANGE

Message from

the CEO

During 2017-18, QCOSS started with gusto a movement tocreate real change. The word ‘change’ became part of ourvernacular as we created new approaches to ensure everyperson in Queensland has a good life. This movement wasoff the back of enormous issues - issues so big that wecould not face them alone. These issues are attributable tothe negative narratives unjustly surrounding people in oursociety, including those who receive social security,refugees, asylum seekers and Aboriginal and Torres StraitIslander people. We recognised the need to change thenarrative, both internally and externally. To do thiseffectively, we need every individual and community inQueensland to challenge the status quo and be part of thisimportant change. QCOSS is proud to lead this movement for change. In thelead up to the Queensland state election in late 2017,QCOSS’ Manifesto for Change laid the foundation for anew way of working in Queensland. We called for agovernment that leads with vision, a government thatlistens and a government that acts together with us all.Following the election, QCOSS met with several ministersto discuss the QCOSS election platform and its importancefor people in Queensland. The QCOSS election platformoutlined two foundational asks. The first was theimplementation of the Human Rights Act for Queensland.We are delighted that the state government has openlystated continued support for the Human Rights Act forQueensland. The second foundational ask was to see theadoption and implementation of draft recommendationsfrom the Queensland Productivity Commission’s report intoService Delivery in Queensland’s remote and discreteIndigenous communities. While enthusiastic aboutrecommendations made by the Productivity Commission’sreport, the government’s response is unclear and appearsunderwhelming. During the past year, federal issues continued to dominateour work. Alongside the Australian Council of SocialService (ACOSS), we have fought hard against the

cashless debit card and drug testing trials. These issuesare of particular concern for people in Bundaberg, HerveyBay and Logan as these are the locations the SocialServices Legislation (Welfare Reform) Bill 2017 targets. QCOSS fronted a Senate Inquiry against the drug trialsand we are committed to continue advocating stronglyagainst the mandatory nature of both the cashless debitcard and drug testing trials. QCOSS also focussed on the appallingly low rates ofsocial security payments people on the NewstartAllowance, Youth Allowance and related allowancesreceive. We raised our concerns about this through thenational Australian Council of Social Service (ACOSS)Raise the Rate campaign. We continued to work with theNational COSS Network on the rural and remote housingagreement, as it is critical the federal and stategovernment ensure adequate investment is made into thehousing needs for Aboriginal and Torres Strait Islandercommunities across the state. Our voice has been strengthened by working with keystakeholders at many levels. This includes the NationalCOSS Network throughout Australia and other federal,state and territory organisations. Currently, QCOSS isworking with 13 other peak organisations in Queensland.These partnerships have helped to create a stronger voiceand more dynamic impact to ensure we truly see changefor the people we support. Together with the peak organisations, we identified fourpriority areas in Queensland with the greatest need forimproved outcomes. This includes the National DisabilityInsurance Scheme (NDIS), the Family Matters campaign,the Human Rights Act for Queensland and affordable and accessible housing. We need to ensure these focus areassee the best possible outcomes through both good policy decisions and sound implementation.

8

MESSAGE FROM THE CEO / CHANGING THE NARRATIVE

Changing the narrative

Together with the Queensland Family and ChildCommission (QFCC), we have continued this importantwork in the Capricornia and Fraser Coast regions.Importantly, the actions for this work have been developedand led by each community, leading to improved andsustainable benefits for families and children in thecommunity. QCOSS continues to support the sector around capacityand capability building by seeking to see the continued rollout of five-year funding contracts and ensuring that thefederal government adequately funds the NDIS andcontinues to connect with national partnership agreementson health, housing, homelessness and education. It has been a huge 12 months for QCOSS and I wish tothank the hardworking QCOSS Board members and ourstaff. Your commitment to QCOSS’ vision, combined withstrong leadership and inspiration, enables QCOSS to be atrue leader in Queensland’s social service sector. Onbehalf of QCOSS, I would like to also extend warm thanksto our members and stakeholders. The support youprovide is critical as we continue to create a movement forchange in Queensland. I would also like to say a special thank you to Kate Tully,our Chair of QCOSS. This is Kate’s last year as Chair andI would like to personally thank her for her dedication toour organisation and her support of me over the past twoyears. There is no doubt there are exciting times ahead as wemove towards QCOSS’ 60-year jubilee and another yeardominated by change. With all of us working together, wecan make sure it is positive social change.

QCOSS has also remained focussed on policydevelopment and, where possible, engaging citizens inour work to address the biggest issues they are facing,such as housing accessibility and affordability and cost-of-living pressures like spiralling energy costs, water, transport and health costs. In early 2018 QCOSS hosted19 community Pulse conversations. These conversationsfocussed on talking to communities about the aspirationsthey have for their communities. This set a wonderfulplatform for our state conference in May 2018. At theMovement for Change conference, we challengedourselves and all participants to change the narrativewhen we talk about what we do and what we wish toachieve. We had a very strong group of speakers whoinspired us to think and talk differently about what isimportant to us and who needs to be part of theconversations if we really want to see social change. Itwas very motivating to hear the inspiration from people inthe room to say they wanted to be part of somethingbetter for their community and focus on the strengths ofthose communities. We were delighted to meet with Minister CoraleeO’Rourke and other senior staff from the Department ofCommunities, Disability Services and Seniors to hear theyshared our enthusiasm for building thriving communitiesthrough place-based work. We partnered with thedepartment at roundtable meetings, where QCOSS took astrong lead. We continue to bring together keystakeholders across the country to ensure we take a long-term approach and utilise the best minds and resourcesthat are available to see successful implementation. In the coming year, QCOSS will continue to deliver place-based work through the Changing Lives, ChangingCommunities forums across 13 communities. This wasmade possible through the support of additionalorganisational investment in place-based work supportedby the QCOSS board. The Changing Lives, ChangingCommunities events in Toowoomba, Mackay, Caboolture,Brisbane, Gold Coast, and Normanton are funded throughInformation, Linkages and Capacity Building(ILC) National Readiness Grants - NationalDisability Insurance Agency (NDIA) – a partnershipbetween Queenslanders with Disability Network (QDN),the Anti-Discrimination Commission Queensland (ADCQ)and QCOSS.

9

Mark Henley Chief Executive Officer

"At the Movement for Change conference we challenged ourselves and all participants to change the narrative when we talk about what we do and what we wish to achieve. "

MESSAGE FROM THE CEO / CHANGING THE NARRATIVE

Advocacy and influence

10

QCOSS / ADVOCACY AND INFLUENCE

11

QCOSS / ADVOCACY AND INFLUENCE

QCOSS ELECT ION STATEMENT 2017

Our stories

QCOSS STATE ELECT ION STATEMENT 2017

A Manifesto for Change As we started planning for 2018, we asked ‘what can we say about the world around us?’ The challenges aremany, but the opportunity is here. As we looked at the prospect of the next government, we imagined laying theground work for the future. • What kind of state do we want to be? • What kind of people do we want to be? • How do we want to work together? • What is needed to make sure that the people in our state (and indeed our country and our planet) are in the best situation they can possibly be in? We asked our members these important questions. Our members are an important part of our process as theyshare their real-life experiences from the frontline which helps to inform our work. These are some of theirresponses:

These responses helped to pave our new way of working. In our Queensland Election Statement 2017 - TheManifesto for Change, we called on the incoming Queensland Government to govern differently, to workdifferently, to truly lead our state into the future. We called for… a government that leads with vision a government that listens a government that acts together. The Manifesto for Change marked a new era for QCOSS. It was the first stepping stone in our movement forchange journey.

Lots of excellent services

in

communities working in

isolation

because coordinating

these services

is a full-time job that

nobody has the

time to do well

Looking after and supporting

those who are most vulnerable

to succeed and improve their

wellbeing, lives and ability to

contribute, there will be less

pressure on systems in the long

run. Governments need to

demonstrate their respect for

society by taking action that

demonstrates care

Limited capacity of community organisations to meet the needs of community members is evident every week, where people are turned away from services due to lack of resources

Empowering people with information that they can take with

them, whether it is locally or to another

state or country, allows for longer-term change and control

…Getting community

involved in setting the

vision; and asking

government to ensure

any approach is whole-

of-government and less

portfolio-based, are key

It’s important to hear from the people affected by

government policies and have their voices heard

Longer contracts assis

t

with staff r

etention and

allow organisations to

develop policies and

promote services w

ith

the confidence that

these services w

ill

continue

13

Creating new positive stories to

enhance wellbeing.

QCOSS Pulse

Melanie Adams from Prospect Community Servicesin Charters Towers shared her stories of theQCOSS Pulse conversations... Melanie drove to Townsville, an 1.5 hour drive fromCharters Towers, to learn about grant writing atQCOSS’ Skilling Queenslanders for Work (SQW)workshop in February 2018. The first half of the dayhad been allocated to the SQW workshop, with thePulse conversations rounding out the second half of theday. “I just happened to go,” Melanie explains. “I’d just gotback from another workshop where we learnt aboutparticipatory workshops. I asked QCOSS staff if Pulsewas a participatory workshop and they said ‘Yes’ and Isaid ‘Yes!” she laughed. Although Melanie was fairly new to participatoryworkshops, she was excited about engaging inconversations. “I have always been interested in conversations andstories. When I started at Prospect, that was the onebig thing that was missing. Before I started, I didn’tknow what Prospect did because they didn’t advertisethrough positive stories.” Melanie said she found people were open to sharingtheir stories at the event. “They were more open than Ithought they would be,” she said. “I found, from theground work, you get to be relaxed. There is nopressure to perform. What comes out, comes out. If youtake the pressure away, it helps growth. Hearing otherpeople’s stories triggers something in your mind aboutsomething similar you felt.”

Melanie said her favourite part of the event was the process and getting to know people on an individuallevel. “It was about the actual person. It was not why theyare there for that particular organisation – it was ona deeper level as to why they are there.” Melanie said the event enabled her to buildrelationships. “I met another lady that works for Townsville CityCouncil in Community Development, which is similarto what I do in Charters Towers but for a differentorganisation. It was good to hear the positive stories they are involved with. I am still in contactwith her. I saw her at the QCOSS conference,” shesaid. Melanie said it is important to create connectionswith people in your community. "We can help each other or point each other in theright direction for something that can help themwhen they need it.” The event highlighted to her the importance ofplace-based approaches. “You need to be in the place that you are providingthe services so you can get input from people thatare using that service," she said.

“You need to be in the place that you are providing the service so you can get input from people that are using

that service.”

14

QCOSS PULSE

"Even Townsville is too far away from us. It is verydifferent," Melanie said. "We can provide a place for services to come to ChartersTowers without overheads, which removes the barriers tostop them from coming to us, so we can access servicestogether.” Melanie enjoyed the Pulse conversation so much sheasked QCOSS to facilitate a conversation for herworkplace Prospect Community Services, a member ofQCOSS based in Charters Towers. "We had been talking about doing a communityconnections workshop so it was a great introduction for ourstaff to see what’s involved in a participatory workshop." Melanie said the experience was rewarding. "It was goodto draw things out from staff and take down barriers. Oncethey started talking, it poured out." Having a space to have a conversation helped hercolleagues to connect. "We know each other better on apersonal level." The events highlighted the power of sharing positivestories. “You are what you put your energy into. We don’t want toput our energy into negatives – we want to kill thenegativity!”

In November 2017, QCOSS outlined aManifesto for Change in our electionstatement. We called for…a governmentthat leads with vision; a government thatlistens; a government that acts together…inan effort to really affect change. In early 2018 we decided to extend ourapproach to our conference and lead thechange. We realised we needed positivestories people in Queensland were tellingabout their communities. We needed togather these stories to begin to change ourfocus as well as the focus of those aroundus. Thus, the QCOSS Pulse events wereborn. QCOSS held 19 Pulse events acrossQueensland. Using the participatoryprocess, we engaged in conversations withmembers and the community with a focuson what is working, what we value in ourcommunities and what stories we want totell. These conversations helped to build apicture of what is working in communities tofeed into our movement for change,including our 2018 conference.

What was QCOSS Pulse?

15

Creating new positive stories to

enhance wellbeing.

QCOSS Pulse

QCOSS PULSE

onus is on the people to keep asking politicians thebasic questions and demand clear answers. The middle session offered stories from fourprogressive organisations. The panelrepresentatives from Hands Up Mallee, LoganTogether, the Puuya Foundation and Family byFamily led a forum on how they have been able toaffect change in the community. While the issuesare complex and specific to each location, somecommon themes emerged. Primarily, the need toassimilate with communities to build connections ofreliability and trust. Hands Up Mallee evolved from acommunity outcry for a more local response to socialdysfunction in the area. Much of the evidencegathering came from meeting with a broad range ofpeople, from CEO’s and community leaders tomums and dads. On every level the messageneeded to be heard. Hands Up Mallee developed asystems approach to reaching common goals andwas able to formulate a targeted agenda that wasstrengthened by local engagement and a sharedvision for the area. Similarly, Logan Together creates change byfocussing on the development of its youngestcommunity members (children eight years andunder). By anticipating the problems and mitigatingthe negative impacts on young families, LoganTogether takes a preventative approach to its social

It was a privilege to be invited to attend the 2018QCOSS Conference held in Brisbane on the 16 and17 May, 2018. The state conference attracts anenthusiastic cross section of people from health andcommunity service organisations all overQueensland. This year QCOSS put out an excitingcall to action - ‘Movement for Change’. Held overtwo jam packed days, the conference was wellorganised and driven by speakers who wereknowledgeable, clearly motivated and ready to helppeople attending the conference navigate a quest forsocial change! Day 1 - Richard Denniss offered the first key noteaddress with a no-fuss, candid approach tounderstanding economic jargon and politicalcommentary in the media. While ordinarily aneconomist might delve into complicated algorithmsand lengthy descriptions, Richard provided common-sense explanations to political jargon and unpackedthe hidden agendas behind what he calls 'econo-babble'. It was clear the attendees found his bluntdelivery somewhat refreshing and were in fullsupport when he explained, “politicians don’t wantyou to understand, so they speak in a language youcan’t understand." He went on to challenge the roomto realise a more empowered approach tounderstanding government economic policy.Democracy requires political leadership and the

An independent review of the

2018 QCOSS Conference

By Vicki Smith

INDEPENDENT REVIEW / QCOSS CONFERENCE 2018

16

challenges. Of course, focussing on ‘outcomes’ ratherthan ‘outputs’ is much harder to track but strongmapping and evaluation processes hold the programaccountable to incremental change. Understanding the need for a local approach was alsoat the heart of the Puuya Foundation and its mission toempower the Indigenous community of Lockhart River.The documented failings of the ‘fly in- fly out’ supportprograms prompted a demonstrated need to buildrelationships within the community that exhibited aclear understanding and appreciation of local issues,customs and culture. By establishing a reliablepresence amongst the people, the Puuya Foundationwas able to create a support service that producedgenuine outcomes for the Lockhart community. Family by Family demonstrated the benefit of usinglived experience as a tool to support families in need.Facilitating the connection of a family with a livedexperience with a family in need provided mutuallybeneficial outcomes to both parties and the buildingblocks for more cohesive communities and networkingopportunities. In general, the messages channelled acompelling challenge to attendees to move beyond thecomfort zone of remaining at arms length from thepeople most in need. Ultimately lived experienceaccounts for the greatest insight to program initiativesand the impetus for focussed change. After lunch people had the opportunity to attend achoice of three workshops and I chose to attend asession titled 'Words, Messages & Stories'. Theexperienced panel navigated the attendees throughthe maze of language within the human sector andprovided context to its opportunities and limitations. Nick Moraitis from Australian Progress talked about theanalytics of language in the media and gave the resultsof targeted research on the subject. The resultsprovided specific direction on the use of rhetoric in theservice sector and its impact on listener perceptions.That is, “facts are insufficient at communicatingcomplex ideas.” Indeed, the evidence showed thatmixed messages created mixed emotions amongstfocus groups with colloquial and emotive languagedriving a stronger, more receptive response. Likewise,

INDEPENDENT REVIEW / QCOSS CONFERENCE 2018

An independent review of the

QCOSS Conference 2018 rephrasing terminology can invite a more constructivereply. For example, a statement that begins with “Agood Government would…” is more productive than“Government should…” Amanda Alford from the National Association ofCommunity Legal Centres provided evidence of howlanguage was an essential tool in a successful mediacampaign to protest funding cuts to community legalservices. The fact- based campaign used well chosenmedia talent with personal stories of hardship toreinforce key messages. Language was tailored tocreate an emotive response, ‘a funding cut’ wastransposed to ‘a funding cliff’ in order to stimulate thecorrect response from media. Jo Lynam is the mother of a young person with adisability. Her message addressed the importance oftelling a story that is positive and authentic. This kind oftransparency challenges people’s perceptions andsupports opportunities for those who might not have avoice in the community. The journalist Nance Haxton discussed how the mediaindustry has evolved over the last 20 years and theactive role it plays in exposing stories of significance.Media channels, such as social platforms, radio andpodcasts, allow the public to really engage with thestory and develop a greater empathy for the subject.Finally, attendees were given some tips tounderstanding journalistic concepts and jargon. The afternoon was a chance to engage with anotherpanel of industry standouts with the theme ‘I can makea difference’. The facilitated discussion allowedparticipants to ask the panel how they had made adifference. Taj Pabari is the powerhouse 18 year oldfounder and CEO of Fiftysix Creations. His messagefor teaching young people 'skills of the future' relies onbeing flexible and responsive to the needs of theindustry and being surrounded by positive people!David Spriggs is an IT guru with a passion for makingtechnology available to the social sector. His advice tothe group was the importance of partnerships.Corporate partnerships have the potential to createopportunities to services in the community sector that might otherwise be unattainable.

17

An independent review of the QCOSS

Conference 2018 In conclusion the panel was asked to reflect on theirhopes for change in the industry. Their suggestionsincluded a strengths‐based approach to problems anda greater cooperation amongst services. Before the day ended, Luke Pearson fromIndigenousX reflected on the issue of bias in mediamessaging towards Indigenous people and presentedseveral examples of derogatory language in the publicdomain. He challenged attendees to advocate forgreater equality in media messaging and to holdindustry accountable. Participants left feeling tired butenergised by the successful stories of demonstratedchange and the constructive themes of purpose. Day 2 - The day was a chance for participants tobecome involved in uncovering the formula to createan ‘action for change’. Facilitator Max Hardy provided aframework for the day and discussed the tools forattendees’ involvement. The stories and valuedexperience of the participants was essential to creatinga clear vision and decisive actions for the future. Theenthusiasm for group discussion was infectious aspeople shared valuable insight into a range of humanservices. There was an unmistakable unspokenrespect amongst those in the room. As discussed onday one, the value of experience was compelling andprovided the greatest resource for idea sharing andthought‐provoking discussion. At each intersection ofthe action‐making process we were asked to reflect onthe evolving themes. Attendees had the opportunity tofurther explore topics of interest and separated intogroups to collate further direction on the emerging keythemes for the future. Lastly, the groups wereseparated according to areas and regions inQueensland. The goal was to develop strategiccommitments to support the sector and each other. Itwas clear that participants were heavily invested in thepriorities of the conference and grateful for the tools tocreate actual change. The value of sharing and theopportunity to network within a specific industry isalways beneficial in a conference setting. However, itmust be said the calibre of contribution from those whoattended the 2018 QCOSS conference through livedexperience and shared values is the greatest strengthin a collective movement for change.

INDEPENDENT REVIEW / QCOSS CONFERENCE 2018

What an inspirational group ... so many strong messages...spreading

so much hope.. ❤

Some of your messages from

the conference

Thoughtprovoking

and dynamic

Greatconversationsand insights

We need to change the perceptions the media are pushing - Reality is not always concurrent with headlines

Opened upsome deeperthought andawakenedsome realities -Thank you!

Great to hear stories

of communities doing things differently!

Challenging,

inspiring,

thoughtful

I loved hearing

how by just

being you, you

are able to

change lives 

I also want

to disrupt

the cycle -

very

inspiring

What aninspirationalgroup ... somany strongmessages... spreading somuch hope...

18

Creating a

As a continuation of this vision, QCOSS is committed to hosting two-day Changing Lives, Changing Communitiesevents in various regions across Queensland in 2018-19. These events will build on the knowledge gained andactions developed on the second day of the conference. We aim to work with communities as they build theirmovement for change.

Day Two - Participants at the QCOSS Conference 2018 created the vision:By 2030, we will have whole of community outcomes of wellbeing, inclusion and ownership. To

achieve this, we need system changes focussing on social justice, political reform and the safety net,and better ways of working including listening, collaboration and prevention.

Whole of community outcomes • Wellbeing: Everyone in community experiences the wellbeing of safety, security, access, opportunityand meaningfulness. All social issues are addressed, including ending poverty and inequality. • Inclusion: Community is inclusive and accepting of diversity, where all feel valued, based on aframework of human rights. • Ownership: Local communities have ownership over local issues, where everyone is an empoweredparticipant.

By 2030 we will have...

To achieve this, we need to have...System changes • Social justice: Put people before profit, endprivatisation of public services (housing, healthand education), recognise people are citizensfirst before they are workers. • Political reform: Reformed political system withbetter representation including more diversity,more people-based parties, and an upper housein Queensland. • Safety net: Fairer, non-stigmatising socialsecurity system.

Better ways of working • Listening: Valued all lived experience,listening to all voices, stories and past history. • Collaboration: Services are truly workingtogether non-competitively with a connectedcommunity. • Prevention: Proactive approaches of earlyintervention and prevention are adopted.

19

CREAT ING A VIS ION / DAY TWO - QCOSS CONFERENCE 2018

Place-based work is about bringing

together citizens in a place to address

the needs of communities by

harnessing the vision, resources and

opportunities in each community.

Place-based

approaches

In a series of roundtable discussions, QCOSS and the QueenslandGovernment worked to connect people from across Australia and Queenslandto foster the development of place-based approaches and help build thrivingcommunities across the state. Initiated by the Honourable Coralee O’Rourke, Minister for Communities,Disability Services and Seniors, and Mark Henley, CEO, QCOSS, the first ofthese events took place in Brisbane on 5 February 2018.

What were the roundtables?

I respectfully acknowledge theTraditional Owners of the land onwhich we meet today, and Elderspast, present and emerging. I’d also like to thank everyone fortaking time out of their busyschedules to attend today. I just want to make some briefintroductory remarks to starttoday's discussion. This is my firstgroup discussion with keystakeholders on place-basedcommunity initiatives since I wasappointed Communities’ Minister. From the first conversation I hadwith the Premier about thisportfolio my determination andcommitment to support thrivingQueensland communities throughplace-based community initiativeshas been growing. I believe that it is vital if we are tobuild happier, safer, healthier,prosperous, thriving communitiesthat governments need to look atinvestment and service deliverycompletely differently. There is no excuse for us tocontinue to work in silos or dictatewhat is, or is not, good for acommunity.

We need to provide greatercertainty to service providers andthose they provide services to. There is no excuse thatgovernment investment can’t beguided by communities’ individualand indeed unique needs andopportunities. And while I’m really pleased thatthere are some place-basedcommunity initiatives acrossQueensland – some that I havebeen involved in directly – wemust hold ourselves accountable– because, for large scaleimprovements in communityoutcomes, government will needto change. The questions I’m asking at themoment include – What does athriving community look like?

Another question is - How are thevoices of community members,service providers, employers andgovernments most effectivelyconsidered and engaged? A critical, more philosophicalquestion, which I think is importantis – how do we ensure community‘buy in’ – how do we get people tounderstand that relying on eachother is okay? We don’t need tobe ‘alone together’ and self reliant. So the challenge is there for all ofus in this room and beyond – nowis the time we can really push thisagenda for inclusive and thrivingcommunities. I look forward to hearing yourvoices on this.

Place-based

roundtables

"I believe that it is vital if we are to build happier, safer, healthier,

prosperous, thriving communities that governments need to look at

investment and service delivery completely differently."

Hon. Coralee O'Rouke Minister for Communities and Minister for Disability Services and Seniors

Opening remarks - Roundtable - 5 February 2018

PLACE -BASED ROUNDTABLES

21

STRENGTHENING OUR PLACE / FRASER COAST

Strengthening Our

Place - Fraser CoastSince 2016, QCOSS and the Queensland Familyand Child Commission (QFCC) continue tocollaboratively deliver the Strengthening OurPlace initiative. This initiative builds capacity oflocal communities to lead and implement place-based responses to the increasing number ofchildren entering the child protection system, andthe overrepresentation of Aboriginal and TorresStrait Islander children. The initiative is currentlyworking in two sites in Central Queensland – theFraser Coast and Capricornia. The Butchulla people are the traditional owners ofK’gari, the Butchulla name for Fraser Island. Theyhave been custodians of the area now known asthe Fraser Coast for more than 5,000 years.QCOSS met with Elders from the Butchulla nationto seek permission to undertake the place-basedwork on their land and asked them to describeissues that affect them and their families. In his role on the Place-based Leadership Group,Butchulla Elder Glen Miller said the key issuesfaced by Elders, both Indigenous and non-indigenous, is feeling isolated from the youngergenerations and not knowing how to support themin their transition to adulthood. Particularly, UncleGlen identified Aboriginal and Torres StraitIslander boys and men do not know their heritageor have a sense of who they are or where theywant to go with their lives. "The easiest way to explain parts of today'spredicament for Aboriginal males is when whitepeople came into this country, they disarmed allmen," Uncle Glen explained. "That disarmamenttook away their ability to be hunters, warriors,leaders and protectors. Since then, Aboriginalmen have not found a role to play." A major transition in an Aboriginal and TorresStrait Islander boy’s life is initiation to manhood. Uncle Glen argued that the root causeof problems for many young boys is not having

"That disarmament took away their ability to be hunters, warriors,

leaders and protectors. Since then, Aboriginal men have not found a

role to play."

the opportunity to participate in this rite ofpassage. Traditionally, boys would spend most of their liveswith women until they hit puberty, when they weregiven over to the care of the initiated men. “They would be taken out to their tribal territory bythe older men. They would be taken to specificsites and the stories of those sites would havebeen told to them,” Uncle Glen explained. “They would have been told what theirresponsibilities were. That’s the start of the journeyto manhood.” Once their journey through manhood wascomplete, they would return to their mob. "The women would wail because they took a boyto the ceremony and a man would come back.Everybody would acknowledge his manhood.We've lost that in today's society. Not just forAboriginal men but for everybody," Uncle Glensaid.

In response to this issue, QCOSS supportedButchulla men and Dr Arne Rubenstein, the CEOof The Rites of Passage Institute, an organisationthat has built their Rites of Passage program over20 years of research and practice. Dr Rubensteinworked with the men to design, create and delivera Rite of Passage program for Indigenous andnon-indigenous boys from the Fraser Coast, basedon the Butchulla culture. The Boys to Men programis called Babbinyuwi Wanda, which translates to‘father and son climbing’ in English.

22

STRENGTHENING OUR PLACE / FRASER COAST

Strengthening Our

Place - Fraser Coast"We made him repeat to us what we said: ‘When Iwalk out of here, I am not alone,’” Uncle Glensaid. The boy is now going to take part in theBabbinyuwi Wanda program, which is beingpiloted in August 2018. Fifteen boys and men, including six non-indigenous boys, will spend four nights campingon Butchulla land on the mainland, off K’gari.Each boy will take another significant male withthem as part of their journey. The boys will be ceremoniously farewelled bytheir mothers and their families and, by the end ofthe camp, they will be welcomed back as youngmen.

Throughout the development of the BabbinyuwiWanda program, the QCOSS place-basedleadership group were informed and invited tocontribute to the planning. This includedfacilitating the formation of the Advisory Groupmade up of local representatives from thecommunity and service providers. The program is needed. Uncle Glen has startedworking with young Aboriginal boys atMaryborough State High School. “I was asked to talk to a young fella there lastweek. He’s probably a common example of whatis happening [to young Aboriginal boys]. Thisyoung bloke is living at home with his mum andhe’s in grade 11. He has a 12-year-old brother. He found himself in a situation last week wherehe couldn’t see why he should hang around anylonger. He was seriously thinking about jumpingoff a bridge.” Uncle Glen and a guidance officer at the schoolsat down with him. “The first thing I could think to do was to get aconnection with him by telling my own story,”Uncle Glen said. "I was trying to show him that, even though thesituation looks hopeless, there are some peoplewho are willing to step up and walk some of thejourney with him."

“The first thing I could think to do was to get a connection with him

by telling my own story. I was trying to show him that...there are some people willing to step up and walk

some of the journey with him.”

“The women would wail because they took a boy to the ceremony and a man came back...We’ve

lost that in today’s society.”

23

Uncle Glen Miller

 STRENGTHENING OUR PLACE / CAPRICORNIA

Strengthening Our

Place - Capricornia

The second location for the Strengthening our Placeinitiative is in Capricornia. In 2017, the initiativeworked to support several local projects. This workspecifically focussed on improving the lives ofIndigenous children and young people in care. The partnership is working. The connection hasmeant a better outcome for the children and youngpeople, meaning a better outcome for all. Thecollaboration has provided holistic cultural care forfour young people in care and delivered a foster andkinship carer workshop. “It’s important to make sure you understand yourcommunity and spend enough time getting to knowthe main players in the community. And that meanscommunity leaders as well as traditional custodians,”James Mundy, who worked on the project, said. "That's what is great about QCOSS and QFCCcoming into the region. It gives us the flexibility to beengaged and be an authentic stakeholder at thetable." “The Department of Communities, Child Safety andDisabilities [now known as the Department of ChildSafety, Youth and Women] sometimes employpeople who have qualifications, but they don’t havethe connection or relationship with the community."

"They’re trying to advocate for their kids, but theydon’t really understand the knowledge Aunty Kristinahas,” James said. Knowing the people within her community meansAunty Kristina Hatfield of Darumbal Enterprises mayalso know a more suitable placement for a child oryoung person within the Darumbal community itself. “Because the Indigenous worker is in the office ordoesn’t know the connection, that child might beplaced with a non-indigenous carer, or in aresidential facility. Yet there may be family morethan willing or able to look after these kids. Andthat’s where I think [the partnership] is great. I’mexcited to see where this does go, our journey,because it’s a natural partnership,” James said. Inherently, the fusion of cultural knowledge,connection and sector expertise that Aunty Kristinaand James have formed has been the key tosuccess for the program. "It's about working together and tapping into eachother for better outcomes for our people, for ourmob," Aunty Kristina said.

“That’s what is great about QCOSS and QFCC coming into

the region. It gives us the flexibility to be engaged and be an authentic stakeholder at the

table.”

“I think that’s the most fundamental point – relationships before

business. It’s understanding who you want to work with.”

James and Aunty Kristina

24

Much 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. Our members are an

important part of this process. They share

their real-life experiences from the frontline

which informs our advocacy.

Cost of living

Sunny Savers success!She was quite sweet – she got quiteteary. She wanted to be part of theprogram so she could give back tothe community. Her motivation wasto do something that would benefitthe community and the world,” Debsaid. Deb said being on the ground was animportant part of the job. “We could check in with people andrefer them to other agencies. It wasgood in that respect… when you walkinto people’s homes, you’d seethings." "They would ask you the question. Itmight be something like ‘There is apuddle in my backyard – who do I talkto about it?’ Sometimes it wasanother agency referral, like home care or disability careagencies…It wasn’t part of our brief,but it happened naturally,” Deb said. "You have to do something when yousee a deficit. People can be involvedin the system all their lives and notknow what services are out there.The services they know about aremostly clinical based but some of thehelp they need is not clinical, like theymay need someone to call in andhave a chat. However, if it is not on aclinical list, it may be overlooked,” shesaid. “Having face-to-face conversationsgave us a much higher uptake thanwe otherwise would have had. Wespent lots of hours on the road, withlots of personal and professionalconnections made… We met somecharacters. We signed purchasingagreements in interesting places – onthe kitchen table, on the lawn or onthe front of cars,” Deb said.

 SUNNY SAVERS

QCOSS worked with theQueensland Government andErgon Energy to trial a model ofaccessing solar power for people inpublic housing properties inregional Queensland. Trialparticipants received a solar systemat no upfront cost, an affordablerate on their electricity, access toHomeSmart to help manage theirelectricity usage and somebudgeting assistance with theprovision of monthly electricity bills. Deb MacNamara was one of threeQCOSS Tenant EngagementOfficers for the Sunny Saversprogram in Cairns. Deb, who hashad many years’ experienceworking in the social servicessector, said the Sunny Saversprogram was important on severallevels. “Making something as basic aspower affordable is hugelyimportant. The program also helpedthe wider community alleviate otherproblems, like preventingheatstroke in summer [with airconditioning] or preventing cold andflus in the winter [with heaters],”she said. Deb said the program was needed. “There were people out there doingthings like turning off their hot watersystem one day out of every threeas a normal part of what they did.Older people were not using lights.You don’t see this unless you arethere. Making power even a fewdollars a week cheaper is a hugebenefit,” Deb said. “One story that sticks out was therewas a woman living in a house thatshe grew up in as a child. She isnow an aged pensioner.

Deb thinks the most rewardingpart of the program for participantswas having the solar systeminstalled. “People are reluctant to ask formore or complain. For the mostpart, the people we came acrosswere people that are quiet in thebackground. The most rewardingpart was helping people who don’tusually ask for help."

26

Energy literacy and

efficiency forumsOn 10 August 2017, the Department of Energy andWater Supply [now known as the Department ofNatural Resources, Miners and Energy] engagedQCOSS to deliver seven energy literacy and energyefficiency forums to customers in Mackay, Mt Isa,Bundaberg, Gladstone, Rockhampton, Logan andToowoomba. Additional forums were added later inMaryborough, Cairns, Townsville, Gold Coast,Sunshine Coast, Redland Bay, Ipswich andCaboolture. In total, QCOSS held 15 face-to-face energy forumsacross the state between 31 August and 27November 2017. We engaged directly with over 200people. Overall, QCOSS found there was strongdemand in the communities for energy literacy andenergy efficiency information. Customers who attended and participated in theforums found them useful, with many attendeesidentifying opportunities for tangible savings on theirenergy bills based on the information provided. It isclear from feedback that ongoing energy literacyeducation is required in communities. QCOSS considers that energy literacy education isbest delivered in partnership with local communityorganisations with strong knowledge and networks intheir regions. It must be provided on an ongoingbasis that enables information to be disseminatedacross multiple networks, in a range of formats thatsuit different customer cohorts. Delivery throughlocal community organisations also allowsorganisations to directly assist customers with otherprograms and services such as financial resiliencesupport, No Interest Loan Schemes andhousing/tenancy advice. Examples of successful approaches to energyliteracy education which have operated in this way(and supported by the Department previously)include Switched On Communities and EnergySavvy Families.

These approaches were acknowledged in theAustralian Competition and Consumer Commissionreport which recommended that, in addition toexisting funding, the Australian Government and therelevant state or territory government should fund agrant scheme for consumer and communityorganisations to provide targeted support to assistvulnerable consumers to improve energy literacy.The report said, "This grant scheme should bemodelled on the approach taken by QCOSS inadministering the Switched On Communitiesprogram. This targeted support will assist vulnerableconsumers to participate in the retail electricitymarket and choose an offer that suits theircircumstances."

A Cairns couple saved more than

$1,000 by attending the forum. Due to

the information provided, they found

out they were eligible for the

Electricity Rebate, Medical Cooling

and Heating Concession Scheme, and

Essential Medical Equipment

payments. The couple also won the

$50 Bunnings voucher lucky door prize

and went home with plenty of money

saving tips on how to use their air

conditioner more efficiently.

27

 ENERGY L ITERACY AND EFF IC IENCY FORUMS

QCOSS is proud to work alongside

Queensland's community services sector to

deliver innovative, sustainable and targeted

services for the best possible outcome for

clients.

Sector capacity and

capability building

Dreams cancome true

 RURAL AND REMOTE WORKFORCE IN IT IAT IVE  

Talisa Muller works at Gundoo Early ChildhoodLearning Centre in Cherbourg, located 375kilometres north west of Brisbane in the AboriginalShire of Cherbourg. Talisa is one of six people at theservice who is currently studying for their CertificateIII and/or Diploma in Early Childhood Education andCare with support from the Rural and RemoteWorkforce Initiative being delivered by QCOSS. Prior to studying, Talisa worked in early childhood butmainly in relief work. She decided to start studying forher Certificate III of her own accord. “I wanted to learn more and achieve more and havea career,” Talisa said. After starting, she found out about the Rural andRemote Workforce Initiative and was able to gainfurther support and access for her studies. Talisa said studying for her Certificate III has beenchallenging. She is currently working full time at theservice and studying. “There was a lot of study. There have been times Ihave felt like I can’t do it. I didn’t realise how muchwork was involved to educate children but it is good.There is always something new to learn,” she said. One of the biggest challenges for Talisa wastranslating her thoughts to paper. “I read the questions and know the answers, but it isjust trying to put it to paper,” she said. Although there are challenges, Talisa is enjoying herstudies and proactively started study groups with theother students in the service. Her favourite part of thecourse has been group studies. “Group studies gives me the chance to work withother people. We can share ideas. If we are stuck ona question, we help each other. It is teamwork.” Talisa said having a supportive team around her hashelped her overcome obstacles. “Having support from teachers and workmates hashelped. It has helped to build my courage back upagain,” she said.

Talisa is hoping to graduate in October 2018. If shedoes, she will be the first student from the group tograduate with her Certificate III. Talisa's advice for people thinking about completinga certificate through the Rural and RemoteWorkforce Initiative is simple. “Definitely do it! One hundred per cent. I have hadawesome support. It is rewarding.”

QCOSS is currently delivering the Rural andRemote Workforce Initiative, which aims toprovide additional study support to early childhoodeducation and care educators in priority rural andremote areas of Queensland to gain approvedearly childhood qualifications. The Rural andRemote Workforce Initiative has three separatebut integrated elements. The Indigenous RemoteSupport Coordination (IRSC) project providessupport to educators in remote Indigenouscommunities to gain approved early childhoodqualifications. The Growing Our Own Program(GOOP) provides additional study support forrural and remote educators to meet legislativequalification requirements. The Rural and RemoteEarly Childhood Teacher (ECT) ScholarshipProgram is aimed at supporting Diploma andAdvanced Diploma qualified educators in ruraland remote services to gain an approved ECTqualification.

What is rural and remote?

29

Pictured from left: Jacqui Tapau, the Director atGundoo Early Childhood Learning Centre; Talisa Muller;

Rebecca Storck, the A/Director of Early ChildhoodEducation and Care, Darling Downs South West Region;

and Elvie Sandow, the Deputy Mayor of CherbourgAboriginal Shire Council.

HUMAN SERVICES QUAL ITY FRAMEWORK

Human Services Quality Framework (HSQF)

In 2017-18 Matt Tamou, the Manager of theHarlaxton Neighbourhood Centre in Toowoomba,used the free, one-on-one support QCOSS providesto assist organisations transferring across to theHSQF. The Harlaxton team is small. Apart from volunteersand the secretary, who works a couple of days aweek, Matt operates a ‘one-man band’ at the centre.To make things more difficult, the HSQF was rollingout at the Harlaxton Neighbourhood Centre whenthey were in the midst of moving offices.Understandably, Matt appreciated the HSQFassistance he received from QCOSS. “We were in a temporary premise and, during themove, we were expected to get all the HSQFdocumentation up and running and complete it,” Mattsaid. “The pressure was on us straight up,” he said. “Wehad done the body of work required but still neededto streamline the information and fix the holes in ourreports for HSQF,” Matt explained. Matt said some of the internal language used in theHSQF requirements is confusing so he appreciatedthe assistance he received from QCOSS to clear upany misunderstandings. "QCOSS gave us one-to-one support, which wasgreat! It was rather quick on both sides," Matt said.

"We had limited time so QCOSS asked us to sendthrough what we had already done. They lookedover it and smartened things up. It was much neededhelp, which we utilised,” Matt said. “QCOSS provides an invaluable service. We willcontinue to use it,” he added. Matt said he is already starting to look at the HSQFrequirements again. “I have to review. Our AGM is at the end of the yearand I want to make sure I am up to date witheverything. It’s like paying taxes. You need toreassess it every year.” When Harlaxton Neighbourhood Centre first wentthrough the HSQF guidelines, Matt realised about 70per cent of their policy and procedures alreadyadhered to the HSQF guidelines, with the exceptionof following up. After looking into the HSQFguidelines, Matt realised the HarlaxtonNeighbourhood Centre, which is currently notregistered with the NDIS, could possibly apply to bea registered NDIS provider. "We may be missing out on funding as we are notcurrently registered as an NDIS provider. This couldbe another avenue and resource of funding for thecentre.”

The Human Services Quality Framework is the Department of Communities, Disability Services and Seniors' systemfor assessing and promoting improvement in the quality of human services delivered with department investment. Since 2013, QCOSS has partnered with the department to provide a range of supports to assist the sector toimplement the Human Services Quality Framework (HSQF). These supports are primarily targeted at organisationsfunded under the Community Services and Child and Family funding streams that are transitioning to HSQF for thefirst time. Our supports include: • One-on-one or small group support – to assist organisations that are new to HSQF to implement a quality systemand prepare for their quality assessment activities. • A range of HSQF specific information and resources available online through the Community Door website.

30

Community Door

COMMUNITY DOOR

Community Door offers information, resources andnews to community-managed organisations inQueensland. On the site you will find guides,templates, legislation changes, research and reports- covering a range of topics such as child protection,mental health, fundraising, and human resourcemanagement. Community Door is updated daily withthe latest news and information relevant to thesector. It aims to assist in all aspects of operating acommunity services organisation with templates,guides and resources. Community Door’s newsletter CommunityNewsdelivers updates directly to subscribers, giving thema roundup of what’s new in the community servicessector. The latest grants, events, governmentupdates and resources are dropped into inboxesevery fortnight. It includes regular updates on theNational Disability Insurance Scheme (NDIS) andthe Human Services Quality Framework (HSQF). The suite of websites also includes online trainingcourses to support community service workers inAustralia. The QCOSS Community Door eTrainingsite provides free, self-paced online courses toenhance the knowledge of workers and enhancetheir professional development. Course topicsinclude cultural integrity, governance and workplacementoring. Courses are available to any userthrough guest access while registered users cancomplete the course quizzes and downloadcertificates of completion. The Network Spaces site provides a space for thecommunity services sector to collaborate, connectand share. It allows those with a common interest topost updates, share documents and create events.While users can set up their own network, they arealso free to join the groups already busycollaborating on the site. Under the Community Door awning, StudioQ ishome to multimedia resources, with videos andpodcasts showcasing forums, workshops, interviewsand even animations on a broad range of socialservice topics. 14

What an inspirational group ... so many strong messages...spreading

so much hope.. ❤

Gre

at

reso

urce

Community Door has

provided me with the

resources I need to

develop training materials

and have sample

templates relating to

specific areas of

community services - I

would recommend the

website to anybody

Keep up the

good work

Everyone in our organisation uses the e-training

31

QCOSS advocates for social change that is

economically and environmentally responsible.

QCOSS is proud to undertake informed

advocacy to elected representatives at every

possible opportunity as we work towards

a Queensland free of poverty and

disadvantage.

Policy and advocacy

In 2017 QCOSS and the Queensland Families and Communities Association (QFCA) consultedwith neighbourhood and community centres across Queensland. Participation in theconsultation was high and well distributed across regions and locality types, with 82 per cent ofthe 122 funded neighbourhood and community centres in Queensland engaging in the process. The report, which was the largest community consultation of its kind in Queensland, found threekey themes relating to resourcing, recognition and engagement. These findings were used to inform the Queensland Government within the InvestmentManagement Services (IMS) workshops in late 2017, leading to a review of the QueenslandGovernment Neighbourhood Centre Program.

 NEIGHBOURHOOD AND COMMUNITY CENTRES

Neighbourhood and community centres consultation report

services come, we manage their appointments.Neighbourhood centres are also used by researchgroups as contact points,” Roslyn said. “It’s not just little bits. Over the years we’ve beenasked do almost anything. Some of the strangerthings being help in choosing Lotto numbers or tohelp search for a wife.” In the past year, the centre has had well over 1000requests for information, advice and referrals. Thisnumber does not include any Centrelink or familyservice requests.

Roslyn Wade, the Centre Coordinator for TaraNeighbourhood Centre, was part of the NeighbourhoodCentre Consultation in 2017. She believes theconsultation and subsequent report is important as ithelps the state government and community betterunderstand the diverse work neighbourhood andcommunity centres do. “As a community centre, we don’t just do little things…and I think that is what has come out in the report. Thecommunity centre is funded to do this little box, but wedo so much more,” Roslyn explained. For the Tara Neighbourhood Centre, the range of work isextensive. “We are the first point of contact. We take referrals froma variety of services, ranging from police, health, Counciland other government departments, schools, aged careservices, other non-government organisation andanything in between,” she said. However the Tara Neighbourhood Centre is not just areferral centre. “If it is too hard, they call us. We have helped a lot ofcommunity groups with governance work. When visiting

Anne works in family support at the TaraNeighbourhood Centre

33

 NEIGHBOURHOOD AND COMMUNITY CENTRES

Neighbourhood and community centres consultation report

“There are no other services,” Roslyn explained. “We are a community centre because it is a small townwith nowhere else to go. We are 100 kilometres east ofDalby and 80 kilometres north of Chinchilla with nopublic transport. We cover 10,000 square kilometres,”Roslyn said. That is why the consultation was so important. “The consultation was a true community developmentprocess. I am hoping what comes out of this from thegrassroots level will influence the policy. We will find outwhat is really happening.” Roslyn said the neighbourhood centres consultationdiffered from other consultations. "The difference is it is a collective consultation, which ispretty rare,” she said. Roslyn would know. She has been in the industry forover 25 years. Prior to that, she was working for agovernment Minister. She has also been part ofconsultations before. “I was part of fair level funding consultation a few yearsago. While they respected our opinions, I see thecollection of the opinions and information has gonesomewhere this time,” she said. “We are being heard.” Roslyn said the consultations were a good opportunityto reconnect with networks. “By coming together and saying what we used to dogave us the impetus to reenergise our networks. It wasgood to get together with other services to talk about theissues they are having to see that we are not alone.”

Petra works on reception at the TaraNeighbourhood Centre

34

 SOCIAL SERVICES REFORM / POL ICY DEVELOPMENT

Social services reform

One element of the Social Services LegislationAmendment (Welfare Reform) Bill was the drugtesting trials. The Bill had proposed to place peoplewho return a positive drug test onto incomemanagement. QCOSS opposed the mandatory drugtesting trial. In October 2017, the Federal Governmentannounced that the drug testing trials would beremoved from the Welfare Reform Bill. However, in February 2018, the AustralianGovernment quietly announced the reintroduction ofmandatory drug testing for people accessingincome support. Although it was removed from theWelfare Reform Bill, it was then proposedseparately as the Social Services LegislationAmendment (Drug Testing Trial) Bill 2018. This wasdespite the fact that there is no evidence of a causallink between people receiving this benefit and thosewith drug problems.

In 2017, the Australian Government attempted to introduce sweeping reforms whichundermined the fabric of Australia’s social safety net and demonised people accessingincome support. Alongside Australian Council of Social Service (ACOSS) and communitygroups, QCOSS worked to challenge the Social Services Legislation Amendment (WelfareReform) Bill 2017. The Bill proposed to restrict claim requirements, limit exemptions and tighten compliance.While it simplifies the system, it also reduced some payments. QCOSS supported therecommendations of the ACOSS submission to the Senate Inquiry which, along with most ofthe submissions, opposed the Welfare Reform Bill. Those who are unemployed will no longerbe back-paid to the day they first lodged a claim, effectively imposing a multi-week wait forpayment depending on how long Centrelink takes to process claims. This is particularlyconcerning in the face of reports of service delivery issues and potential privatisation ofservices in this area. QCOSS believes that accessing the social safety net, as a right, is a critical part of a civilsociety and supports social cohesion. These proposed changes unfairly target peopleexperiencing vulnerability by cutting or quarantining payments and tightening eligibility. Thisundermines the system that is intended to support them.

QCOSS does not support this approach becauseaddressing complex health and social issues likesubstance use problems through the welfaresystem is fundamentally flawed. “Mandatory drug testing trials further stigmatisepeople needing to access our income supportsystem,” QCOSS CEO Mr Mark Henley said. “The evidence does not support claims of a highincidence of longer-term ‘dependency’ for peopleaccessing income support, nor does it show thatdrug dependency and receiving income support gohand in hand.” “We believe that any changes to our social safety-net must be evidence based and support wellbeing.We believe the income support system can be runfairly and efficiently. Evidence supports that treatingpeople humanely and with dignity has a positiveimpact on the whole community.”

35

 SAY NO TO THE CASHLESS DEBIT CARD  

Say NO to the cashless debit card

The federal government continues to push through theexpansion of the cashless debit card trial intoQueensland’s Hinkler electorate of Hervey Bay andBundaberg. The trial quarantines 80 per cent of theperson’s income on the card so it cannot be usedtoward purchasing alcohol, drugs or be used forgambling. Alongside ACOSS and community groups,QCOSS stands strongly against the cashless debit card.It is fundamentally flawed thinking that complex socialissues, such as alcohol, drug and gambling problems,can be solved through changes in the income supportsystem. One community group that has been fighting hardagainst the cashless debit card is the No CashlessDebit Card for the Hinkler region group. Kathryn Wilkesis the leader of the group. QCOSS became aware ofKathryn’s efforts to stop the card in 2017 when it wasfirst suggested the card be introduced into the Hinklerregion. She has provided much insight into the realimpacts of the card and the feelings of the community.This has provided valuable input and rigor into theadvocacy QCOSS has done to try and stop the card. “It started when I watched the Senate Inquiry into thecashless debit card for Ceduna in 2015,” Kathryn said.At the Inquiry, Kathryn saw the Ceduna mayor in SouthAustralia denigrating the character of people accessingincome support. “He made them all out to be drug users,” she said. Kathryn understands how people on social support feel.She has been on the disability support pension for thepast 20 years.She has seen, first hand, people trying todeal with drug addictions. She has listened to peopleand their stories. “I treated them like human beings,”she said. “It all comes back to trauma and abuse. Every singletime. The right wing just doesn’t have that empathy.People don’t recover from trauma by being beaten witha big stick. They are trivialising my trauma – I am asurvivor of it,” Kathryn said. Since 2015, Kathryn has been at the forefront of thegrassroots fight. She helped to set up the No CashlessDebit Card for Ceduna region Facebook group. Shealso helps run the national No Cashless Debit CardFacebook page. “Somebody asked me what is going to happen beyondthe Facebook group," she said.

"The next thing I know, they have lumped the card onus in Hervey Bay.” In response, Kathryn initiated the No Cashless DebitCard for Hinkler Region Facebook group, which nowhas over 2,000 members. Through networks she madefrom the Facebook groups, she also became a memberof the Say No Seven – a group of seven activists fromaround the country using their combined strength tofiercely oppose the cashless debit card. For the past 14 months, Kathryn and other members ofthe Say No Seven group have been on the ground inthe Hinkler region, organising protests and educatinglocals about the card. One of the largest protests sheorganised was the Hands in the Sand protest in HerveyBay. Almost 5,000 cardboard hands were planted in thesand at Scarness Beach to represent the variousbenefits the people in the region received fromCentrelink. The hands were a sign of how many peoplewould be affected by the card rolling out in the region. “I have my freedom of speech. The thing that isannoying these people the most is I won’t shut up.” Kathryn’s activism has not gone unnoticed. InNovember 2017 Kathryn fundraised and travelled toCanberra with other cashless debit card activists toappear before the Cashless Debit Card Senate Inquiry.She was also invited to speak on the first day of thetwo-day QCOSS conference in May 2018, sitting on thepanel with ACOSS’ CEO Cassandra Goldie. “Cassandra came up to me and said she has beenwatching all my videos,” Kathryn said. “She said, ‘We need more troublemakers like you.’” Kathryn said the public are starting to question the card. “Everyone is starting to take notice. Eventually thepublic will turn around and say enough is enough.” “If we hadn’t fought so hard the card would have startedby now. With our efforts, your [QCOSS] efforts andother efforts, we have stopped it [for now]. I just hopewe can stop it. They [the federal government] arehellbent on not stopping it.” QCOSS is proud to work alongside community groupslike the No Cashless Debit Card for the Hinkler region.Kathryn has provided insight into the real impact of thecard within the community, which has helped withQCOSS’ input when advocating against the card. QCOSS will continue to work and advocate against thecard and support the Hinkler community.

36

 HOUSING REVIEW / POL ICY DEVELOPMENT

Everyone deserves a place to call home

Access to a home is critical and housing affordability is one ofthe biggest pressures facing people in Queensland. Housing isfoundational for getting and keeping a job, a child’s education,quality health, and for strong family and communityrelationships. QCOSS recognises the importance of affordable, accessibleand sustainable housing for all Queenslanders, especiallythose experiencing poverty and disadvantage. The QCOSSHousing Policy Review is an integrated and comprehensiveresponse to the decline in housing affordability. The reviewexplores the background of housing policy by comparing policyframeworks of government, peak bodies and expertresearchers. This comprehensive, comparative review andanalysis of different policy frameworks brings the currentfragmented policy into a holistic, coherent and integratedmodel. “This comprehensive review is intended as a high-levelframework to develop further policies,” QCOSS’ Senior PolicyOfficer Rodney Holmes said. To ensure relevant, emerging information was not excludedduring the process of writing the review, Rodney said the teamwould review relevant reports as they came out, analyse themand incorporate elements as they went. “We half build the house, then move in and keep renovating,”he explained. “We know that this kind of work must alwaysevolve with new thinking." A diverse group of stakeholders and peak bodies were thenconsulted during the Housing Briefing and through the HousingSurvey, which helped to gain further insight. “The intention was to do a fairly thorough consultation,”Rodney explained. The wide range of stakeholders included the housing, tenantand seniors’ peak bodies, community housing providers,industry bodies, energy consultants, community serviceorganisations, disability workers, tenants’ groups,neighbourhood centres and homelessness services. Theresults and feedback from all these consultations will beincorporated into the final version of the Housing PositionStatement. Rodney said the consultations were rewarding. “There was lotsof interaction – which was both challenging and good.” “It is worth noting that despite the diversity of participants, therewas broad agreement across the range of contributors.Although each group had a different focus on different parts ofthe framework, they were invited to comment on every part.”

37

I fully support yourposition

statement. Thankyou

I like QCOSS'recommendations. Moreover, Ithink it is critically important

for peak representative bodiesto not shy away from moral,ideological and politicalquestions. Particularly inreference to the so called

'free-market'. Rather, addressthem head on

I strongly support QCOSS in

their efforts in addressing

not only the root cause of

homelessness, but also

finding viable solutions. I

thank QCOSS for being a

solid advocate for equity,

quality and quantity in

Queensland

I think you've done a

great job so far, it's

fantastic to see

QCOSS focusing

attention and

resources on this

issue

I am in total supportof the position thatthe QCOSS paperoutlines

Totally agree with the

statements but

recognise we have

some work to do

about convincing

decision makers and

leaders

I have strongly agreed with

some statements above

because they described exactly

the kind of housing system I

would want to see in

Queensland and we

(Queenslanders) need to see the

homelessness and other crises

associated to lack of

housing eliminated for the

welfare of everyone

Congratulations ontaking up thisposition andadvocating for thesector, we see thissupporting theongoing work ofQueensland Shelter

Feedback from the survey

37

 ENERGY / POL ICY DEVELOPMENT

Light at the end of the tunnel

37

Feedback from water workshops

Better connections in

Woorabinda

Douglas attended the QCOSS Conference in May2018. From there, he was invited to attend theEnergy Queensland community forum inRockhampton. At the forum, Douglas sat withRodney Oram from Energy Queensland, whoshares his interest in IT. Douglas told Rodney thatWoorabinda students miss out on educationalopportunities due to the lack of internet accessiblecomputers in the community. Rodney shared the story with his Telstra businesscontacts, who have since donated six new iPads tothe centre. Rodney travelled to the community topersonally present Douglas and other Woorabindacommunity leaders with the iPads. EnergyQueensland will also donate some of theirdecommissioned desktop computers to the centrein 2018. QCOSS will continue to work in and support theWoorabinda community.

Photo: (L to R) Michelle Leisha (Traditional Owner (TO)Ghungaloo), Aunty Di Evans (TO Wadja Wadja), Stewie Smith(Deputy Mayor, WASC), Rod Oram (General Manager, Digital

Support and Operations, Energy QLD), Douglas T Graham(Coordinator, Indigenous Knowledge Centre).

Every person should be able to turn their lightson and have a hot shower without worryingabout how to pay their power bill. QCOSS has along history of prioritising energy as a cost-of-living issue for low-income households andconsumers experiencing vulnerability. QCOSS’policy team has been working hard this year onvarious projects, submissions and reports toensure this remains possible for every person inQueensland. In addition to the energy literacy and efficiencyforums and the Sunny Savers project (see page26-27), the policy team has continued to buildcapacity in community organisations through theEssential Services Consultative Group (ESCG)meetings and maintained contact with thenetwork of Switched On Communities andEnergy Savvy Families Champion organisations. QCOSS values these strong relationships andhas worked with these organisations on QCOSSsubmissions, and their own, throughout the year.These networks continue to be a valuableconduit for QCOSS to identify emerging energyissues. The energy issues identified byorganisations were a key part of policy adviceQCOSS gave to the Department of NaturalResources, Mines and Energy (DNRME). Furthermore, we continued to provide advice toenergy industry stakeholders through activeparticipation on customer councils. QCOSS isalso a member of the Energy Queensland Regulatory Workshop Group, which metthroughout the year and made submissions tovarious non-government review processesthroughout the year (see page 43 for the full list). QCOSS was a partner in Social Access to SolarGardens. The project explored the potential ofsolar gardens to provide affordable access torenewable energy for the low-income renters.QCOSS attended and contributed to twoworkshops as part of the project in both Sydneyand Brisbane. 38

 WATER / POL ICY DEVELOPMENT

QCOSS' flood of water work

As QCOSS works towards a Queensland free frompoverty and disadvantage, it is ingrained in our DNAthat we continue to look at affordable, essential servicesfor renters. Last year we established a nexus betweenthe rental market and energy and, this year, we alsofocussed on the water space, as water prices continueto increase. Every person should be able to have a shower, washtheir clothes or flush the toilet without worrying abouthow to pay their water bill. To ensure every person inQueensland can pay their water bills, QCOSS’ policyteam has been working hard on various programs. One piece of work is our fight to minimise impact of the Queensland Competition Authority’s (QCA) finalrecommendation which will see the increase in bulkwater prices trickle down to household bills. Therecommendation, which was accepted by governmentin June, affects residents in South East Queenslandfrom 1 July 2018. QCOSS CEO Mark Henley said Queenslanders arealready drowning in cost-of-living expenses in a periodof low wage growth. “In this instance home owners and renters need to betreated in the same way. All renters are currentlyineligible for water concessions which can leave themhigh and dry.” Renters are especially vulnerable as many are not ableto put in water efficient devices and have no way ofknowing if there are concealed leaks. “Water prices are set to increase annually over the nextthree years, so it is essential that people look atidentifying and fixing any concealed leaks as they willreally cost households,” Mr Henley said. Residents in Redland, Noosa and Sunshine Coastcouncil areas can expect the highest increases as theirprices are brought in line with other areas in South EastQueensland. QCOSS will work with relevant water providers/servicesto monitor the implementation of water providerhardship policies and programs in these areas andencourage them to proactively provide information totheir customers on concessions and hardship policies.

37

Feedback from water workshops

Among other water-focussed projects were six waterliteracy workshops hosted by QCOSS across South-East Queensland. The workshops were targeted atcommunity organisations in the region that providedirect cost-of-living support to their clients, such asfinancial counsellors, emergency reliefworkers/volunteers, family support workers and tenancysupport workers. The workshops were an excellentopportunity to gauge the extent to which low-incomehouseholds and people experiencing vulnerability werestruggling to pay water bills and identify any other waterrelated issues. QCOSS' focus for the year ahead will be to improvepractices among property owners and managers roensure renters get fair treatment in respect to watercharges.

Great presentation

Diversity of

professional

speakers

Friendly,  open format

Keep up the

 good work

Clarification

and

information

39

 COSS NETWORK

COSS Network - the power to influence

The Councils of Social Service across Australia have unity ofpurpose and a compelling case to end inequality and poverty. That’swhat motivates us and where our power to influence is. Ourcombined national network has more than 4,000 organisations andindividuals working with them: that’s the foundation of who we are,that is our power to influence. One purpose, one message, one goal, thousands of voices. That’swhy governments – federal, state and local – are listening. Theyknow we are powerful and influential, not just in terms of numbersbut in capacity, commitment, skills and vision. That’s why ournetwork is engaged with government in negotiating policies that willmeet our goals – and theirs. Only by staying engaged can weachieve change. That’s why both community organisations and thebusiness sector want to form alliances with us. Those alliancesmake our network even more formidable. To achieve the goal of ending inequality and poverty we and ourallies build resilience within communities by enabling and amplifyingtheir voice to challenge policies, systems, behaviours and attitudes.We equip them and our strategic partners with the compellingevidence – the big picture on the social, economic and political needfor change, and the moving human experiences that are themotivator for what we do. We listen to people in communities through consultation andgrassroots engagement, we mobilise the skills and experience incommunities, so their voice grows in power, endurance andeloquence now and through the generations. We are leading the great debates about Australia’s future and thosewho most need this are with us on the national stage as part of thatequality of opportunity we strive for. We speak not only of thechallenges faced by communities and individuals but, most critically,the successes. They are a critical part of the evidence for change.And we celebrate these with our allies across the spectrum ofAustralian life and share those successes, this is why our power toachieve change is even greater and more enduring. Yes, thenumber of organisations, alliances and individuals is one measure ofthe COSS Network’s influence. But the supreme indicator of ourpowerful influence and success is in the number of lives we changeand the number of communities we enrich through an end topoverty, inequality and disadvantage and the creation of a moreequal and inclusive Australia.

40

 PEAK POWER  

Peak power

Every Queenslander deserves a place to call home, to be able toput food on the table, access education and healthcare, and beafforded a level of wellbeing. Current social and human servicessystems don’t always provide those outcomes and changing theway we do things is essential to the wellbeing of everyQueenslander. We engage everyday with the QueenslandGovernment on an ambitious reform agenda to improve outcomesfor all people in Queensland. The Queensland Community Services Peaks have beencollaborating for change for decades, focussed on some of themost challenging issues for Queenslanders. Queensland’sCommunity Service Peaks are well positioned to use thiscollaborative capacity to support ambitious systemic reform acrossgovernment, community and the private sector. Collectively weare more and can deliver more than if we stand alone. QCOSS, COTA, NDS, Volunteering Queensland, ECCQ,Community Legal Centres Queensland, QShelter, QDN,PeakCare, QATSICPP, CSIA, Queensland Alliance for MentalHealth and Tenants Queensland commit to working together andwith all stakeholders to implement successful reform. In the 2017-18 financial year the Peaks Collaboration focussedtheir combined efforts in four areas: • A Human Rights Act for Queensland • Family Matters • Accessible and Affordable Housing • The National Disability Insurance Scheme (NDIS)

41

 EVENTS

Events

42

REPORTS AND SUBMISS IONS

The written wordAugust • Submission to the Inquiry into proposed HousingLegislation (Building Better Futures) Amendment Bill2017 September • Switched On Communities Final Report • QCOSS submission to the ParliamentaryCommittee on the proposed Child Protection ReformAmendment Bill • Review of the Cashless Debit Card trial andevaluation • Policy Statement - Cashless Debit Card Trial -Queensland • Submission to the Inquiry into proposed SocialServices Legislation Amendment (Cashless DebitCard) Bill 2017 October • The cost of living and age pensioner householdsissue 5 • QCOSS Annual Report 2016-17 • Strengthening Our Place - Place-based sectordevelopment pilot projects Final Project Report November • Queensland Election Statement 2017 - A manifestofor change December • Energy Literacy and Efficiency Forums Final Report • Service delivery into Queensland’s remote anddiscrete Indigenous communities January • QCOSS Policy Statement - Federal GovernmentWelfare Reform Bills • Regulated retail electricity process for 2018-19:Interim Consultation Paper February • Queensland Neighbourhood Centres – CommunityConsultation results paper • Creating Thriving Communities in Queenslandroundtable • Submission to the Productivity Commission Inquiryinto Horizontal Fiscal Equalisation – QueenslandPublic Hearing

March • QCOSS Pulse – Stories from QueenslandCommunities • Community Energy Champions Model Proposal • Submission – National Energy Guarantee (NEG)Draft Design Consultation Paper April • Prospect joins the QCOSS Pulse • QCOSS Budget Priority Statement 2018-19 -Leading the movement for change • Submission to the Queensland CompetitionAuthority (QCA) Draft Determination - RegulatedRetail Electricity Prices 2018-19 • Submission to the Inquiry into proposed SocialServices Legislation Amendment (Drug Testing Trial)Bill 2018 • Submission to the Queensland CompetitionAuthority’s (QCA) review of Guaranteed ServiceLevels (GSL) for 2020-25 • Submission to the to the consultation paper on theNational Energy Retail Amendment (Preventingdiscounts on inflated energy rates) May • Submission to the Australian Law ReformCommission Review of the Family Law System • Submission to the Issues Paper - Network Tariffs2020-25 • Submission in response to the Australian EnergyRegulator’s (AER) Preliminary Framework andApproach (F&A) paper for regulating Energex andErgon Energy Regulatory Proposals (RESET 2020-25) June • Are we investing for the change we want and need?QCOSS Queensland State Budget Commentary2018-19 • Submission to Australian Energy MarketCommission on Estimated Meter Reads • Sunny Savers Regional Project Report - Solar onPublic Housing trial • Review of Queensland Energy Legislation inresponse to the Review of Queensland EnergyLegislation Issues Paper

43

FUNDERS AND SPONSORS

Funders and sponsors

Our funders • Department of Communities, ChildSafety and Disability [now known asDepartment of Communities,Disability Services and Seniors] • Department of Education andTraining • Department of Energy and WaterSupply [now known as Department ofNatural Resources, Mines andEnergy] • Department of Environment andHeritage Protection [now known asDepartment of Environment andScience] • Energy Consumers Australia • Energy Queensland Limited • Queensland Family and ChildCommission • Queensland Mental HealthCommission

Our sponsors • AGL Energy • Aon Australia • Churches of Christ in Queensland • Community Management Solutions • Energy Queensland Limited • HESTA • Infoxchange • Mission Australia • Queensland Treasury

QCOSS is supported by thevice-regal patronage of HisExcellency the Honourable

Paul de Jersey AC, Governorof Queensland.

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 vulnerableindividuals and families throughout Queensland who have

benefited from our shared vision.

Our members QCOSS is supported by more than 550organisational and individual memberswho share the vision of a Queenslandfree of poverty and disadvantage. Wethank our members for their ongoingsupport and continued contribution to thework we do.

44

Financial

Report

The following persons weredirectors of the company duringthe whole of the financial yearand up to the date of this report,unless otherwise stated:

QCOSS is the state-wideorganisation for individuals andorganisations working in thesocial and community servicesector. Key activities during thefinancial year focussed onproviding effective policy advice,working to strengthen responsivecommunity services and havingproductive partnerships withcommunities, the communityservices sector and government.This work is done with aQueensland free of poverty anddisadvantage front of mind.

○ A policy agenda to eliminatepoverty and disadvantage throughinformed advocacy ○ Innovative, effective, valuedcommunity services ○ Mutually beneficial relationshipswith our stakeholders ○ A strong, sustainable andeffective organisation

Kate Tully

Peter Emery

(Resigned November 2017)

Gerry Weatherall

Patrick Bulman

(Resigned January 2018)

Nadia Currie

(Appointed November 2017)

Faiza El-Higzi

Richard Johnson

Matt Gardiner

Anita Veivers

The surplus/(deficit) afterproviding for income taxamounted to $128,422 (2017 surplus: $208,769).

In brief

Strategy for achievingobjectives

Directors Principal activity Operating result

Performance measures

Performance measures

Objective

○ 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

A Queensland free of povertyand disadvantage.

2

Directors' report

The directors present their report, together with

the financial statements, on the company for the

year ended 30 June 2018.

Information on directorsKate Tully Director (Chair)

M Bus, Grad Cert Bus (Philanthropy& Nonprofit Studies), Cert GovPrac, BA (Comm)

Kate is an experienced non-profitleader and governance professional;her areas of interest includegovernance, strategy and changemanagement. Kate has been anactive member of governing andadvisory bodies for more than 20years, including the AustralianYoung Business and ProfessionalWomen’s Committee, Ethics ReviewCommittee of Royal Prince AlfredHospital, Premiers Council forWomen (NSW), and SecondChance Programme, which raisesfunds for homeless women. Inaddition to her governance roles,Kate has managed severalsuccessful businesses in the privateand not for profit sectors. Kate wasCEO of YWCA Queensland from2011 to 2018. In her current role,Kate is Head of College atDuchesne College, within theUniversity of Queensland, aresidential college for young womenpredominantly from rural andregional Australia.

Kate is also pursuing doctoralstudies in the field of regionalcommunity development andsocial capital-building. Kate is amember of the Queensland PlanAmbassadors Council, supportinga long-term vision for Queensland.In 2017, Kate was awarded theAlumna of the Year Award by theAustralian Centre for Philanthropyand non profit Studies at QUT, for her contribution to the non-profit sector.

Peter is Chair of the GovernanceCommittee and has over 38 years’experience in management as alawyer, investment banker, generalmanager, company director andconsultant. Peter spent the first fiveyears of his career in private legalpractice and then joined theNatWest Group, a leadinginternational bank, as CorporateCounsel.

Over a period spanning some 15years, Peter enjoyed a variety ofsenior and general managementpositions in Sydney andMelbourne. Since 1998, Peter hascarried on his own consulting andcontracting business which hasincluded appointment as a directorof NatWest Markets AustraliaLimited and its group companies,management of a boutique legalfirm and Adjunct Lecturer in Law atMacquarie Graduate School ofManagement. Peter is currently Chair ofTransitCare and advisory boardmember of Artius Group. He is afacilitator for various AustralianInstitute of Company Directorseducation programs including theCompany Directors Course andThe not for profit Board. Peter hasdegrees in Arts and Law andpostgraduate qualifications inManagement. He holds theAustralian Institute of CompanyDirectors Advanced Diploma andis an accredited mediator andtrainer.

3

Peter Emery Director (Resigned Nov. 2017)

BA, LLB, Grad Dip Mgt, FAICD,FFin, FIML, FGIA, FCIS

Gerry is Chair of the Finance andAudit Committee and is a member ofthe Senior Executive of Churches ofChrist in Queensland holding theposition of Executive OfficerBusiness Development. Gerry isresponsible for driving thedevelopment of new businessincluding through acquisitions, anextensive building programme anddevelopment of informationtechnology services. Churches of Christ provides servicesto over 45,000 people acrossseniors living, homelessness andhousing, child, youth and familyservices and chaplaincy and througha number of local Christianchurches. Prior to joining theExecutive Team in 2010, Gerry wasthe Deputy Chair of the Board ofChurches of Christ Care in 2009 andof the new combined Board ofChurches of Christ Queensland in 2010. Gerry has had significant otherexperience in corporate leadershiphaving served on the Board of EDMILtd, an International company listedin Singapore. He is a member of theAustralian Institute of CompanyDirectors.

Richard trained as a RegisteredNurse, has degrees in SocialScience, Counselling, and a Masterof Counselling. He is a member ofthe CEO Institute and has over 30years’ experience working forseveral community services, non-government organisations includingsenior executive positions inUnitingCare Community and morerecently Suncare CommunityServices. Having spent most of his careerworking in regional Queensland,along with his role in providingsenior leadership in communityrecovery activities, Richard isacutely aware of many of the issuesfacing individuals, families andcommunities throughout regionalareas of Queensland.

Faiza has over 20 years’ experiencein the community sector as a boardmember, manager and volunteerfocussing on emerging African, Araband Islamic communities. She also has extensive experienceworking with youth and refugees. Currently Faiza is a member of theQueensland Domestic and FamilyViolence Implementation Counciland Metro South Health ConsumerAdvisory Committee. She was the Human Rights Advisorfor the National Council for Womenand a member of the QueenslandMinisterial Multicultural Committee.Faiza was recently announced asthe winner of 2018 QueenslandMulticultural Award for OutstandingIndividual Achievement. Faiza has 10 years’ experience ingovernment policy at both state andfederal levels of strategic policy,research and industry development.Her experience in the NGO sectorincludes community development,refugee settlement and youthengagement. Faiza has several qualificationsincluding a post graduate level inArchitecture, Project Management,International Business andEducation. She is currently a PHD scholar atthe University for Queenslandfocussing on gender studies.

Directors' report

4

Gerry Weatherall Director

Dip Electronics & Communications,MAICD

Richard Johnson Director

BSocSci, BCouns, MCouns

Faiza El Higzi Director

BSc (Hons), Grad Dip Pjt Mgt,MAppSc, Med JP(Qual)

Matt is Executive Director, Child &Family Services with BenevolentSociety, leading a large,professional workforce acrossseveral states to deliver servicesacross a portfolio of counselling,early childhood education, mentalhealth, violence prevention, childprotection and communitydevelopment. This includes one ofAustralia’s first Social BenefitBonds. Passionate about social justice,improving systems and therapeuticpractice, Matt is an experiencedpractitioner and has held severalsenior executive roles for some ofAustralia's leading not-for-profits. He is proud to contribute to theongoing strength of QCOSS in itsstrategic objectives and to representmembers across the state. Matt is a Member of AustralianInstitute of Management, where he’scurrently completing his MBA.

Patrick has over 30 years as anexperienced senior managerworking across community, alliedhealth, aged care and mental healthservices both locally and overseas,managing culturally diversehealthcare community environmentsin the commercial and NFP sector.Passionate about social justice,Patrick is employed as CEO ofEncircle, a community owned 'forpurpose' organisation with servicesbased across four sites leading abroad portfolio of CommunityServices throughout the MoretonBay region. With 14 years Board andManagement Committeeexperience, Patrick has a interest instrategy, change management andcorporate governance with anaffinity for successful advocacy andlobbying. Patrick was previouslyState Manager of Regis, GeneralManager of the AustralianPhysiotherapy Association, CEO ofParkinson’s Queensland and CEOof Asthma Foundation ofQueensland.

Anita Veivers is a highlyexperienced senior executive,recently appointed to the position ofExecutive Director of CentacareCairns, a local organisation highlyregarded as a long-standingprovider of person centredcommunity services across mentalhealth, counselling, aged care,migrant services and disabilitysupport. Anita was previously CEOof ARC Disability Services, and wasin the leadership role of thisspecialist disability service providerfor more than 20 years. Passionate about working withpeople and community, Anita hasserved as a member of severalcommunity advisory groups acrossthe health, disability and communitysectors, and chairs the Far NorthQueensland (FNQ) RegionalDisability Advisory Council as wellas representing FNQ on theQueensland Disability AdvisoryCouncil, currently in her third termas Deputy Chair. Anita has almost 30 yearscommunity sector experience inAustralia and the UK and is a strongadvocate for communitycollaboration and partnership.

The directors present their report, together with

the financial statements, on the company for the

year ended 30 June 2018.

5

Matt Gardiner Director

BSocSc (Couns), M Clin Couns,Grad Dip Strategic Leadership

Patrick Bulman Director (Resigned Jan. 2018)

MBA, Advanced Dip Nursing & Mgt,RGON, RPN, Dip Personnel Mgt,Dip Supervisory Mgt, FAIM, MAICD,AuSAE

Anita Veivers Director

Advanced Diploma CommunityService Management, DiplomaManagement, Diploma Business

Annette is a graduate of theAustralian Institute of CompanyDirectors, holds qualifications inCommunity Service Management,Community Development andProject Management coupled withmore than 25 years’ experience inmanagement and leadershippositions, strategy and operations,governance, and servicemanagement gained in localgovernment and the not for profit sectors.

As the current Operations Managerfor the Queensland Aboriginal andTorres Strait Islander ChildProtection Peak (QATSICPP) andbroader workforce, Nadia ensuresthe voices of Aboriginal and TorresStrait Islander children and youngpeople, in and out of care, are heardand further represented to achieveequality and access to services. Nadia has served on severalcommittees and advisory groups,including the Aboriginal Suicidesand Mental Health Committee at theHunter Institute for Mental Health,the National Aboriginal CommunityControlled Health OrganisationBudget Steering Committee, andserved as Chair, Patient JourneyWorking Committee for theAboriginal Health Council ofWestern Australia. Nadia’s interest on the QCOSSBoard of Directors is to ensurerobust discussion pertaining toAboriginal and Torres Strait Islandersocial determinants as she has hadprevious experience in native title,stolen generation linkage, housingand health.

Directors' report

Meetings of DirectorsCompany Secretary

The number of meetings of the

company's Board of Directors ('the

Board') and of each Board

committee held during the year

ended 30 June 2018, and the

number of meetings attended by

each director were:

6

Nadia Currie Director

Bachelor of Law, and due tocomplete her Master of Law in July 2019

Annette Schoone

Meeting of Directors

The directors present their report, together with

the financial statements, on the company for the

year ended 30 June 2018.

Full BoardFull Board

Full board Directors Full Board

Directors

Kate Tully

Peter Emery

Gerry Weatherall

Richard Johnson

Faiza El-Higzi

Matt Gardiner

Patrick Bulman

Anita Veivers

Sue Mason-Baker

Full Boad

Attended Attended Held HeldHeld

Finance & Audit Committe

Held: represents the number of meetings held during the time the director held office or was a member of therelevant committee. Contributions on winding up In 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 $5,100 basedon 510 current ordinary members. Subsequent events to reporting period There are no subsequent events to be noted. Auditor's Independence Declaration A copy of the Auditor's Independence Declaration as required under Australian Charities and not for profitsCommission Act 2012 and the Corporations Act 2001 is included in this report. This report is made in accordancewith a resolution of directors, pursuant to section 298(2) (a) of the Corporations Act 2001. On behalf of the directors: Kate Tully and Gerry Weatherall

Directors

7

Auditor's Independence Declaration

8

Statement of profit or loss and othercomprehensive income

Notes

Revenue Employee benefits expense Depreciation expense Computer costs Conference/seminar costs Consultancy fees Travel and accommodation Printing and stationery Rent Postage Telephone Other expenses

(2,063,316) (8,105)

(18,637) (199,582) (221,394) (104,264) (20,271)

(140,068) (3,486)

(23,460) (209,601)

128,422

-

208,769

-

Surplus before income tax expense

1Income tax expense

128,422 208,769Surplus after income tax expense for the year

_ _Other comprehensive income for the year, net of tax

128,422 208,769Total comprehensive income for the year

The accompanying notes form part of these financial statements

2017 $

2018 $

(3,095,869) (5,832)

(12,729) (227,925) (195,314) (252,585) (23,453)

(131,555) (3,184)

(27,113) (507,068)

2

3

3

4,611,049 3,220,953

9

Statement of financial position as at 30 June 2018

Notes

Current assets Cash and cash equivalents Trade and other receivables Other current assets Total current assets Noncurrent assets Property, plant and equipment Total noncurrent assets Total assets Current liabilities Trade and other payables Total current liabilities Noncurrent liabilities Long-term provisions Total noncurrent liabilities Total liabilities Net assets Equity Retained surpluses Total equity

4 5 6

7

8

9

3,729,707 464,543 19,248

4,213,498

8,714

8,714

4,222,212

1,704,333

1,704,333

67,220

67,220

1,771,553

2,450,659

2,450,659

2,450,659

3,262,117 612,744 19,651

3,894,512

6,296

6,296

3,900,808

1,490,546

1,490,546

88,025

88,025

1,578,571

2,322,237

2,322,237

2,322,237

2017 $

2018 $

The accompanying notes form part of these financial statements 10

Statement of changes in equity

Statement of cash flows

Balance as at 1 July 2016 Surplus after income tax expense for the year Other Comprehensive Income, net of tax Total Comprehensive Income Balance as at 30 June 2017 Balance as at 1 July 2017 Surplus after income tax expense for the year Other Comprehensive Income, net of tax Total Comprehensive Income Balance as at 30 June 2018

Cash flow from operating activities Receipts from government grants, members and clients Payments to suppliers and employees Interest received Net cash provided by operating activities Cash flow from investing activities Payment for property, plant and equipment Net cash used in investing activities Net increase in cash and cash equivalents Cash at beginning of financial year Cash at end of financial year

Total $

Retainedsurpluses

$

2018 $

2017 $

Notes

2,113,468 208,769

- 208,769

2,322,237

2,322,237 128,422

- 128,422

2,450,659

4,728,275 (4,337,821)

85,386 475,840

(8,250) (8,250)

3,262,117

467,590 3,729,707

13(b)

13(a)

3,215,042 (3,173,848)

72,786 113,980

(2,819) (2,819)

111,160

3,150,957 3,262,117

2,113,468 208,769

- 208,769

2,322,237

2,322,237 128,422

- 128,422

2,450,659

The accompanying notes form part of these financial statements

11

Notes to the financial statementsNote 1: Statement of significant accounting policies

General information

Basis of preparation

General information

Historical cost convention

The financial statements cover Queensland Council of Social Service Company Ltd by guarantee as anindividual entity. The financial statements are presented in Australian dollars, which is the company's functionaland presentation currency. Queensland Council of Social Service Company Ltd is a not for profit unlisted public company limited byguarantee, incorporated and domiciled in Australia. Its registered office and principal place of business are: Ground Floor 20 Pidgeon Close West 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 28September 2018. The directors have the power to amend and reissue the financial statements.

The 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 revenuecan 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.

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

12

General information

Grants Grants are recognised at their fair value where there is a reasonable assurance that the grant will be receivedand all attached conditions will be complied with. Deferred income Deferred income represents grants received in advance for next financial year or unexpended grants of currentyear, 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-currentclassification. An asset is current when: it is expected to be realised or intended to be sold or consumed in normal operatingcycle; it is held primarily for the purpose of trading; it is expected to be realised within 12 months after thereporting period; or the asset is cash or cash equivalent unless restricted from being exchanged or used tosettle 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 thepurpose of trading; it is due to be settled within 12 months after the reporting period; or there is no unconditionalright to defer the settlement of the liability for at least twelve months after the reporting period. All other liabilitiesare 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 knownamounts 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 costincludes 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 andequipment over their expected useful lives as follows:

13

Class of fixed asset Motor Vehicles Office equipment Furniture, fixtures and fittings Library

Useful lives

4 years 4 to 5 years

10 years 10 years

Depreciation basis

Straight line Straight line Straight line Straight line

The residual values, useful lives and depreciation methods are reviewed, and adjusted if appropriate, at eachreporting date. An item of property, plant and equipment is de-recognised upon disposal or when there is no future economicbenefit to the Company. Gains and losses between the carrying amount and the disposal proceeds are taken toprofit or loss. (g) Impairment of non-financial assets Non-financial assets are reviewed for impairment whenever events or changes in circumstances indicate thatthe carrying amount may not be recoverable. An impairment loss is recognised for the amount by which theasset'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 thefinancial year and which are unpaid. Due to their short-term nature they are measured at amortised cost and arenot 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 leaveexpected to be settled within 12 months of the reporting date are recognised in current liabilities in respect ofemployees' services up to the reporting date and are measured at the amounts expected to be paid when theliabilities 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 reportingdate are recognised in non-current liabilities, provided there is an unconditional right to defer settlement of theliability. The liability is measured as the present value of expected future payments to be made in respect ofservices provided by employees up to the reporting date using the projected unit credit method. Consideration isgiven 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 governmentbonds with terms to maturity and currency that match, as closely as possible, the estimated future cashoutflows. (j) Fair value measurement When an asset or liability, financial or non-financial, is measured at fair value for recognition or disclosurepurposes, the fair value is based on the price that would be received to sell an asset or paid to transfer a liabilityin an orderly transaction between market participants at the measurement date; and assumes that thetransaction will take place either: in the principle market; or in the absence of a principle market, in the mostadvantageous market.

14

Fair value is measured using the assumptions that market participants would use when pricing the asset orliability, assuming they act in their economic best interest. For non-financial assets, the fair value measurementis based on its highest and best use. Valuation techniques that are appropriate in the circumstances and forwhich sufficient data are available to measure fair value, are used, maximising the use of relevant observableinputs 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 incurredis not recoverable from the tax authority. In this case it is recognised as part of the cost of the acquisition of theasset or as part of the expense. Receivables and payables are stated inclusive of the amount of GST receivable or payable. The net amount ofGST recoverable from, or payable to, the tax authority is included in other receivables or other payables in thestatement of financial position. Cash flows are presented on a gross basis. The GST components of cash flows arising from investing orfinancing activities which are recoverable from, or payable to the tax authority, are presented as operating cashflows. Commitments and contingencies are disclosed net of the amount of GST recoverable from, or payable to, thetax authority. (l) Leases Leases of fixed assets, where substantially all the risks and benefits incidental to the ownership of the asset, butnot the legal ownership, are transferred to the Company are classified as finance leases. Finance leases arecapitalised, 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 theCompany will obtain ownership of the asset, or over the term of the lease. Lease payments are allocatedbetween the reduction of the lease liability and the lease interest expense for the period. Lease payments foroperating leases, where substantially all the risks and benefits remain with the lessor, are charged as expensesin the periods in which they are incurred. Lease incentives received under operating leases are recognised as aliability. 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 havemandatory application dates for future reporting periods, some of which are relevant to the Company. Thedirectors have decided not to early adopt any of the new and amended pronouncements. Their assessment ofthe pronouncements that are relevant to the Company but applicable in future reporting periods is set out over page.

15

New/revised pronouncements

AASB 1058 (issuedDecember 2016)Income of Not-for-Profit Entities

AASB 1058 establishes principles and guidancewhen accounting for: • Transactions where the consideration toacquire an asset is significantly less than the fairvalue, principally to enable a not for profit (NFP)to further its objectives, and • The receipt of volunteer services. AASB 1058 supersedes all current incomerecognition requirements for private sector NFPentities, and most of the requirements for publicsector NFPs currently contained in AASB 1004Contributions.

Annual reportingperiods beginning

on or after 1January 2019

Due to the recent releaseof this standard, the entityhas not yet made adetailed assessment of theimpact of this standard.

AASB 16 (issuedFebruary 2016)

Under AASB 16 all leases will be recognised onthe statement of financial position, as thedistinction between operating and finance leasesis removed. Under the new standard, an asset(the right to use the leased item) and a financialliability to pay rentals are recognised. The onlyexceptions are short-term and low-value leases.The accounting for lessors will not significantlychange.

Annual reportingperiods beginning

on or after 1January 2019

The entity has not yetmade a detailedassessment of the impactsof applying the new leasesstandard.

AASB 15 Revenuefrom Contracts withCustomers

The standard contains a single model thatapplies to contracts with customers and twoapproaches to recognising revenue: at a point intime or over time. The model features a contract-based five-step analysis of transactions todetermine whether, how much and whenrevenue is recognised. AASB 15 provides thefollowing five-step process: • identify the contract(s) with a customer; • identify the performance obligations in thecontract(s); • determine the transaction price; • allocate the transaction price to theperformance obligation in the contracts;recognise revenue when (or as) the performanceobligations are satisfied.

1 January 2019 The Company hasassessed the impact ofAASB 15 and has notedthat this will not have amaterial impact on thefinancials.

Nature of change Application date to the company

Impact to the company

16

(n) Critical accounting estimates and judgements The preparation of the financial statements requires the use of certain critical accounting estimates. It alsorequires 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 aresignificant to the financial statements. Estimation of useful lives of assets The company determines the estimated useful lives and related depreciation and amortisation charges for itsproperty, plant and equipment and finite life intangible assets. The useful lives could change significantly as aresult of technical innovations or some other event. The depreciation and amortisation charge will increasewhere the useful lives are less than previously estimated lives, or technically obsolete or non-strategic assetsthat have been abandoned or sold will be written off or written down.

Note 2: Revenue

Operating activities QCOSS project funding - Other income Non-operating activities Interest

2017 $

2018 $

3,739,052 786,611

4,525,663

85,386

4,611,049

2,578,796 569,370

3,148,166

72,787

3,220,953

17

Note 3: Expenses

Note 4: Cash and cash equivalents

Note 5: Trade receivables

Surplus before income tax includes the following specific expenses: Depreciation of noncurrent assets Rental expense on operating leases - Minimum lease payments - property

2017 $

2018 $

5,832

131,555

8,105

140,068

Trade receivables

2017 $

2018 $

464,543 612,744

Cash on hand Cash at bank Deposits at call

2017 $

2018 $

300 1,358,378 2,371,029 3,729,707

300 802,792

2,459,025 3,262,117

Note 6: Other current assets

Accrued Interest Prepayments and other receivable Deferred income

2017 $

2018 $

11,222 8,026

- 19,248

12,893 6,758

- 19,651

18

Note 7: Plant and equipment

Property, plant and equipment (a) Office equipment At cost Less accumulated depreciation (b) Office furniture and fittings At cost Less accumulated depreciation Total property, plant and equipment

2017 $

2018 $

86,967 (78,711)

8,256

14,229 (13,771)

458

8,714

14,229 (13,530)

699

6,296

78,718 (73,121)

5,597

Reconciliation Movement in the carrying amounts for each class of property, plant and equipment between the beginning and theend of the current financial year.

Total $

Office equipment

$

Furniture andfittings

$

2018 Balance at the beginning of the year Additions Depreciation expense Carrying amount at end of year

5,597 8,249

(5,590) 8,256

699 -

(241) 458

6,296 8,249

(5,832) 8,714

9,809 2,820

(7,032) 5,597

1,773 -

(1,074) 699

11,582 2,819

(8,105) 6,296

2017 Balance at the beginning of the year Additions Depreciation expense Carrying amount at end of year

$$$

19

Note 8: Trade and other payables

Note 9: Provisions

Trade payables GST payable Annual leave Accrued expenses Long service and other leave Deferred income

2017 $

2018 $

58,395 124,867 174,536 150,143

52,517 1,143,875 1,704,333

15,096 90,151

141,095 136,174

18,566 1,089,464 1,490,546

The company has a bank guarantee of $49,373 that relates to the lease agreement at 20 Pidgeon Close, which issecured by a term deposit. There are no other contingent liabilities.

Note 10: Capital and leasing commitments

Note 11: Contingent liability

Operating Lease Commitments Non-cancellable operating leases contracted for but not capitalised inthe financial statements Payable — minimum lease payments - not later than 12 months - between 12 months and 5 years

2017 $

2018 $

32,674 -

32,674

129,590 32,674

162,264

Noncurrent Employee entitlements - Long service leave

2017 $

2018 $

67,220 88,025

20

Note 12: Related party transactions

Note 13: Cash flow information

There were no related party transactions during 2018 financial year or in the prior year. Key management personnel – disclosures relating to key management personnel are set out in note 15.

(a) Reconciliation of cash Cash at the end of the financial year as shown in the cash flowstatement is reconciled to the related items in the balance sheet asfollows: Cash on hand Cash at bank At call deposits with financial institutions (b) Reconciliation of cash flow from operations with Profit after income tax Surplus before income tax expense Noncash flows in profit: Depreciation Changes in assets and liabilities: Decrease/(increase) in receivables Decrease in other current assets Increase/(decrease) in payables Increase/(decrease) in accruals and provisions Increase/ (decrease) in deferred income Cash flows from operations

2017 $

2018 $

300 1,358,378 2,371,029 3,729,707

128,422

5,832

300 802,792

2,459,025 3,262,117

208,769

8,105

148,201 403

125,425 13,146 54,411

475,840

(406,182) 20,211

(204,841) 14,861

473,057 113,980

21

Note 14: 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 establishedrisk management policies designed to identify and monitor risks from financial instruments and ensure anyadverse effects from these risks are minimised. The Directors meet on a regular basis to review compliancewith risk management policy and to analyse financial risk exposure in the context of the current economicenvironment. (b) Interest rate risk Interest rate risk is the risk that a financial instrument's value will fluctuate as a result of changes in marketinterest rates. Interest rate risk arises on balances of cash and cash equivalents. The entity minimises this riskby using a term deposit facility. The Company is exposed to interest rate risk and the effective weightedaverage interest rates on classes of financial assets and financial liabilities, is as follows:

Financial Assets: Cash Total Financial Assets

2018 %

2.52

2017 %

2.55

Weighted Average Effective Interest Rate Within 1 Year 1 to 5 years

2018 $

1,358,378

1,358,378

2017 $

802,792

802,792

2018 $

2,371,029

2,371,029

2017 $

2,459,025

2,459,025

2018 $ - -

2017 $ - -

Floating Interest Rate Fixed Interest Rate Maturing

(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 todischarge an obligation. Credit risk arises on trade and other receivables. The objective of the entity is to minimise exposure to creditrisk. The maximum exposure to credit risk, excluding the value of any collateral or other security, at balancedate to recognised financial assets is the carrying amount of those assets, net of any provisions for doubtfuldebts, as disclosed in the statement of financial position and notes to the financial statements. The Company does not have any material credit risk exposure to any single debtor or group of debtors underfinancial 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 financialliabilities. The Company is largely dependent on government funding for grants to continue its operations duringthe year. It has always been the Company’s priority to maintain a good relationship with all governmentdepartments and ensure all contractual obligations have been met each year.

22

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 theearliest date on which the financial liabilities are required to be paid. Trade and other payables are expected to be paid as follows:

(e) Net Fair Values The net fair values of listed investments have been valued at the quoted market bid price at balance dateadjusted for transaction costs expected to be incurred. For other assets and other liabilities the net fair valueapproximates their carrying value. Financial assets where the carrying amount exceeds net fair values have notbeen 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 inthe statement of financial position and in the notes to the financial statements. (f) Sensitivity Analysis The 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 couldresult from a change in this risk. Interest Rate Sensitivity Analysis: At 30 June 2018, the effect on profit and equity as a result of changes in the interest rate, with all other variablesremaining constant, would be as follows:

Less than six months Six months to 1 year Total

30 June 2017 $

30 June 2018 $

1,045,127

659,206 1,704,333

875,266

615,280 1,490,546

(50% of annual leave & deferredincome not expensed)

Change in profit attributable to members - Increase in interest rate by 1% - Decrease in interest rate by 1%

Year ended 30 June 2017

$

Year ended 30 June 2018

$

26,710 (26,710)

21,100 (21,100)

23

Compensation The aggregate compensation made to the members of key management personnel of the Company is set outbelow:

Short-term employee benefits Long-term benefits Post employment benefits

573,241 37,999 60,190

671,430

553,613 10,403 58,129

622,145

During the financial year the following fees were paid or payable for services provided by BDO Audit Pty Ltd:

Audit of the financial statements 32,000 31,000

Note 16: Remuneration of auditors

The entity’s objectives when managing capital are to safeguard their ability to continue as a going concern, sothat they can continue to provide benefits for stakeholders and maintain an optimal capital structure to reducethe 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 iscalculated as total borrowings less cash and cash equivalents.

The Company is dependent on receiving government grants for the majority of its revenue used to operate thebusiness. At the date of this report the directors have no reason to believe the Company will not continue toreceive grants from the government.

Note 15: Key management personnel disclosures

Note 17: Capital risk management

Note 18: Economic dependence

Related party transactions Related party transactions are set out in Note 14

Note 19: Events subsequent to balance dateThere are no events subsequent to 30 June 2018.

24

- The attached financial statements comprising the statement of profit or loss and other comprehensiveincome, statement of financial position, statement of changes in equity and statement of cashflows andaccompanying notes, are in accordance with the Australian Charities and Not for Profits Commission Act2012; - 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 forProfits Commission Regulation 2013 (ACNC Regulation 2013); - The attached financial statements and notes thereto give a true and fair view of the company's financialposition as at 30 June 2018 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 whenthey become due and payable. Signed in accordance with a resolution of directors made pursuant to subsection 60.15(2) of the ACNCRegulation 2013. On behalf of the directors Kate Tully Chair 27 September 2018 Brisbane

In the directors' opinion:

25

Directors' declaration

Independent auditor's report

26

Independent auditor's report

27

Notes

P (07) 3004 6900 E qcoss@qcoss.org.au

www.qcoss.org.au

ABN 11 781 477 447 ACN 169 502 032