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Governance committee report This has been another busy year for the leadership, governance and management of QCOSS. I am proud of the efforts of the Governance Committee, the Board and the entire QCOSS team to make us a well managed, effectively governed organisation, and am pleased to report on our progress. During the year we undertook a search and selection process for our new Director, Mark Henley. The appointment of a Director is one of the most important tasks that the Board undertakes, and one that we took seriously. The process involved an international search, working closely with a consultant, and a selection process led by the Executive and ultimately involving all Board members in the decision. I am proud of both the fair and transparent process we undertook, and the result, and look forward to working closely with Mark to ensure we remain a well-managed and effectively governed organisation. Kristine Van - Secretary and Governance Committee Chair The QCOSS Board Back: Peter Emery, Geoff Rowe, Louis de Beer and Mark Tucker-Evans Middle: Margaret Hornagold, Jane Felton, Cath Bartolo, Helga Biro and Ken Morris Front: Louise Judge, Karyn Walsh, Kristine Van, Belinda Drew and Leeanne Enoch. Absent were: Geoff Walters and Elizabeth Fritz The QCOSS vision for reconciliation is “… an end to poverty and inequality among Aboriginal and Torres Strait Islander peoples, achieved through respect, understanding and working together with a common purpose”. This year, we shaped this vision into a Reconciliation Action Plan, developed in partnership with the Queensland Aboriginal and Torres Strait Islander Human Services Coalition and Reconciliation Australia. This document is an important governance tool that will help guide our efforts to build respect, develop relationships and find opportunities to make our shared vision a reality. I look forward to seeing some real and tangible outcomes. There is a lot on the agenda for the Governance Committee in the year ahead. We plan to review the numbers and composition of the Board, the Constitution and the Board Charter. We plan on achieving accreditation of our Quality Management System to ISO9001 after more than a year bringing it in line with the standard. We also plan to continue our process of Board succession planning, developing our skills and knowledge, and building our capacity to lead QCOSS into the future. It’s a big agenda, and one I am confident we can achieve. Every year we survey Board members to gauge perceptions of skills, effectiveness, control, performance and other indicators. I am completely unsurprised that QCOSS Board members overwhelmingly report that they are well supported, appropriately skilled, engaged and contributing to the success of the organisation. I would like to reflect on how pleased I am at the high quality support provided by the Director, senior managers and the organisational services team to our processes and decision making. Over time we have developed an extraordinarily mature relationship between the Board and staff, based on understanding of responsibilities, robust and respectful interaction and shared commitment to the important work and success of QCOSS. I would like to record my personal thanks to all Board, management and staff for their work over the past year and I look forward to working closely with them next year. Kristine Van Secretary & Governance Committee Chair 22 Annual Report 2010-11
Treasurer’s report I hereby present the Independent Auditor’s Report for the financial year ending June 30, 2011. Commencing this year for a three-year period, the Board decided that QCOSS would invest some of the reasonably large surplus it had accrued to ensure that we had the right staffing and management structure in place to properly pursue the purposes of QCOSS – advocating for and with Queenslanders affected by poverty and inequality, and leading on issues of significance to the social, health and community sectors state-wide. For the 2010-11 year we budgeted for a small deficit, but due to prudent financial management, revenue growth of approximately 18 per cent, a focus on cost control and effective investment of surplus cash, a surplus was recorded of $31,297. This means that our equity has grown to $1,014,420 and the investment of previous years’ surpluses was not required. This year we have again reduced many of our administrative costs, and this focus on cost control has allowed us to continue to work on investing our resources in the things that matter – our advocacy on behalf of Queenslanders experiencing poverty and inequality and the sector that supports them. In the forthcoming and future years we will need to continue this vigilance as additional cost pressures weigh on our budget, to ensure we remain in a sustainable financial position into the future. Louis de Beer - Treasurer 19% Expenditure by strategic outcome area 8% 6% 52% The impact of the Queensland Industrial Relations Commission Pay Equity decision continues to impact on our operations. QCOSS is proud to have championed this important change for our sector, and our capacity to recruit and retain skilled and effective staff is stronger than ever. We know that the decision was good for workers, for the community sector and for women. That said, our organisation has received no supplementary funding from the Queensland or Commonwealth Governments to meet these additional costs and our wages costs are growing significantly faster than growth in our staff numbers or revenue. We are, however, managing these additional cost pressures and have used a range of financial and workforce strategies to ensure that we are continuing to meet our strategic objectives, including our aim to be a strong, sustainable organisation that is an employer of choice and has an effective and committed Board and workforce. I would like to take this opportunity to thank the outgoing Director Jill Lang and her staff for their effective support to me, the Finance Committee and the Board in managing the financial and other resources of the organisation. Aside from being a powerful advocate, Jill has been an effective leader and prudent manager, and I wish her all the best in her future endeavors. I look forward to working with our new Director Mark Henley to maintain the strong financial position we have built over many years. 15% Louis de Beer Sector development (52%) Community and member engagement (6%) QATSIHS Coalition (8%) Leadership, governance and management (19%) Policy advocacy (15%) Treasurer 23
Page 1: ANNUAL REPORT 2010-11
Page 4 and 5: QCOSS would like to thank its Board
Page 6 and 7: Vision, purpose & values Our vision
Page 8 and 9: Key outcomes During 2010-11, QCOSS
Page 10 and 11: Responding to a summer of disasters
Page 12 and 13: Policy advocacy highlights Campaign
Page 14 and 15: Low income consumer advocacy Ensuri
Page 16 and 17: Sector development Leading and advo
Page 18 and 19: Communications and member engagemen
Page 20 and 21: Growing stronger children’s servi
Page 22 and 23: Coalition ensuring Indigenous acces
Page 24 and 25: Leadership, governance and manageme
Page 28: Financial Reports 24 Annual Report
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Page 51 and 52: Bowen Neighbourhood Centre Boystown
Page 53 and 54: Murrie Watch A.T.S.I Corp Nambour C
Page 55 and 56: Helen Delaney Helen Twohill Helen W

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