Annual Report

Transcription

1 Annual Report

2 Copyright Queensland Drug and Alcohol Council Annual Report Published by the Queensland Drug and Alcohol Council, December This document is licensed under a Creative Commons Attribution 3 Australia licence. The Queensland Drug and Alcohol Council, 2012 In essence, you are free to copy, communicate and adapt the work, as long as you attribute The Queensland Drug and Alcohol Council and abide by the licence terms. To view a copy of this licence, visit Attribution Content from this report should be attributed as: The Queensland Drug and Alcohol Council, Queensland Drug and Alcohol Council Annual Report For a copy of this report go to or contact Marketing & Communications Manager Live Life Well PO BOX 332 Spring Hill Q 4004 t: (07) e: [email protected] ISSN

3 Contents Chairman s report... 2 CEO s report Our Board and governance... 6 Our executive team Our history Our story Our services Our achievements Our corporate services Our people Our funders, partners and supporters Our financial report Table of figures Figure 1: QDAC Board Members as at 30 June

4 In May of this year the Mareeba Therapeutic Community welcomed its first residents In May of this year the Mareeba Therapeutic Community welcomed its first residents. The opening of this facility was the culmination of a lengthy process of negotiation and planning involving the program funders, the Commonwealth Department of Health and Ageing, the local community and the Queensland Drug and Alcohol Council represented by its former Executive Director, Mary Alcorn. In May 2012, the Queensland Drug and Alcohol Council (QDAC), the Gold Coast Drug Council (GCDC) and the Alcohol and Drug Foundation Queensland (ADFQ) merged under the corporate umbrella Live Life Well. With a combined history of service provision spanning nearly 80 years, the Live Life Well group has grown to become a leading non-government provider of alcohol and other drug services in Queensland. It is noteworthy that Live Life Well now has three residential facilities, all of which operate within a Therapeutic Community framework. In addition to the QDAC program at Mareeba, there is Logan House, a 36 bed adult facility located in a semirural setting south of Brisbane and Mirikai, a 40 bed program for younger people, particularly those with significant levels of mental health co-morbidity. Logan House is funded through ADFQ while Mirikai is a longstanding program of the GCDC. Under the merger arrangement mentioned above, Life Live Well, Queensland Drug and Alcohol Council, the Gold Coast Drug Council and the Alcohol and Drug Foundation Queensland maintain their status as separate entities while sharing a common Board. Collectively the Board brings an impressive depth and breadth of governance experience to their deliberations. I wish to acknowledge and thank my fellow Board members - David Tapsall, Raylee Taylor, Amelia Callaghan, Cheryl Herbert, Damian Wright, Allan Barbeler, Dr Michael Bolton and Dr Jeremy Hayllar. While Boards have clearly defined governance functions and responsibilities, an organisation s 2 QDAC Annual Report

5 Chairman s report service footprint is more likely to be shaped by engagement with and responsiveness to its consumers and community stakeholders. QDAC has indeed been fortunate in being able to draw on the experience and expert advice of an Advisory Group with a membership that is rich in experience and deep in knowledge around clinical, cultural and community matters. We appreciate and value their commitment and generosity. I would also like to take this opportunity to thank the staff for their involvement and effort in getting the facility operationally ready. Barry Scott Chairman

6 Together, as Live Life Well, we are that much more than the sum of our parts 2012 will stand as a watershed year for Queensland Drug and Alcohol Council (QDAC) in its merger with two iconic service providers the Gold Coast Drug Council (GCDC) and the Alcohol and Drug Foundation Queensland (ADFQ), under the corporate umbrella of Live Life Well (LLW). It has been my privilege to be a part of this historic event. I was fortunate to work closely with Gold Coast Drug Council s Executive Director Mary Alcorn (retired) who was a driving force in the merger and whose contribution to the sector over 25 years is unparalleled. While the merger process has not been without its challenges, I am confident that we will look back and view the emergence of LLW as a positive and strategically sound initiative one that positions us favourable to respond to both the opportunities and challenges that we might encounter in the future. The merging of three organisations under a single entity is not a simple process. In addition to the legal and governance matters, there is a raft of corporate and operational issues that need to be addressed for example, integrating human resource and accounting and payroll systems, corporate branding activities, designing and deploying an ICT system to support the group s operations. My thanks to all those who have contributed in these areas for without their time, effort, knowledge-base and commitment, we would not be in the sound position we are today. I would also like to extend my appreciation to all staff for their patience and continued strong work ethic during a period that was not without a degree of uncertainty and understandable anxiety for some. I also thank the previous GCDC Board, who presided over the organisation s operations for the majority of the year, for their admirable dedication and service. As I would also acknowledge the membership of the QDAC Advisory Group who have provided a local context and critically important cultural advice as we strive to ensure that the Department of Health and Ageing funded Mareeba Therapeutic Community delivers 4 QDAC Annual Report

7 CEO s report appropriate and relevant services to Aboriginal and Torres Strait Islander people. There is little doubt that we are currently experiencing significant change in our service delivery landscape and that change, per se, is likely to be a constant in any future operating environment we might envision. The challenge for organisations in the non-government sector is the same: how do we optimally fashion ourselves to thrive in such an environment? responsive and resourceful in our approach and judged by our service purchasers and partners to be a low risk, resilient, reliable and accountable organisation. I believe that we are better placed than we were this time last year to deal with the future, no matter what it brings. I believe that over the coming year we will continue to consolidate and develop. Together, as Live Life Well, we are that much more than the sum of our parts. Mitchell Giles Chief Executive Officer In part the answer lies in establishing ourselves as an efficient, high quality service provider - connected to our consumers and community;

8 How we are governed The Queensland Drug and Alcohol Council (QDAC) is incorporated under the Associations Incorporation Act Ultimate responsibility for the governance of QDAC rests with its Board of Directors. Our Board The QDAC Board ensures compliance with the organisation s vision, mission and objectives, and guides the development, execution and modification of our organisation s strategy. Our Board consists of nine Directors who are independent Non-Executive Directors who bring a wealth of experience and expertise, including corporate stewardship. Role of our Board The Board is ultimately responsible for the strategic direction and operations of QDAC to achieve its objectives and for the sound management of its business and assets, now and into the future. The role of the Board is outlined in a Board and Governance policy, which is regularly reviewed and updated as necessary. The Board must ensure that our mission is achieved in the most efficient and effective way possible, while preserving and promoting QDAC s reputation. 6 QDAC Annual Report

9 Our Board and governance The key roles of the QDAC Board are to: be custodians of the assets of the QDAC establish a strategic plan for the QDAC appoint, evaluate the performance, establish the remuneration, and terminate the services of the CEO establish policies and approve procedures for the effective operations of the QDAC approve financial budgets and non-financial business targets monitor organisational performance and take action to achieve strategies and the financial and non-financial targets determine that the QDAC s accounts are true and fair, and are in conformity with Australian Accounting Standards determine that satisfactory arrangements are in place for auditing the QDAC financial affairs and that the scope of the external audit is adequate Select and recommend Auditors to shareholders at general meetings review its own processes and effectiveness, and the balance of competence on the Board

10 Board oversight The Board oversees and monitors management s performance by establishing an annual program of meetings and sub-committee meetings that is coordinated with management tasks and statutory requirements. This is also designed to provide a framework for recurring matters to ensure that they are properly sequenced and not neglected. In the Board met 10 times receiving detailed financial and other reports at these meetings and additional information and input from management when necessary. Chair s Role In addition to performing the duties of a Director, the role of QDAC s Chair is to: chair meetings of the Board of Directors chair General Meetings of QDAC ensure the timely and efficient conduct of meetings provide leadership to the Board of Directors act as an official spokesperson and representative of the Board of Directors and the QDAC maintain close contact with the CEO on strategic and operational matters hold an ex officio position on all Committees of the Board. Directors Role The role of QDAC s Board of Directors is to: understand and apply the QDAC vision and values attend all meetings of the Board of Directors; or seek leave through the Chair attend all meetings of Committees to which appointed act to fulfil the key roles of the Board undertake Board agreed activities and tasks to further QDAC s objectives observe the Director Code of Conduct maintain communication with stakeholders. How are Directors selected The Board should have a diverse range of qualities and experience amongst its members. Among the specific qualities that should exist are: a will to pursue the objects of the QDAC the capacity to work effectively on a Board a ready observance of the Director Code of Conduct. Directors should provide the skills and experience required to adequately direct the QDAC range of business drivers, and its operations generally. These will include: charitable operations health care service delivery human relations government relations legal finance and accounting external board experience. How are Directors appointed Directors are appointed either by election at a General Meeting of Members, or by resolution of the Board to fill a casual vacancy. The Board reserves the right to make a short-term Director appointment to fulfil a specific need. Management s responsibility The Board delegates responsibility for the day-to-day operations and administration of QDAC to the CEO and Executive management. QDAC s Executive management team comprises the CEO, the Chief Financial Officer, the Chief Operating Officer and the Clinical Director. The CEO provides the leadership of the Executive Management Team and the organisation. 8 QDAC Annual Report

11 The CEO is also responsible for achieving the results set out in the strategic plan and is authorised by the Board to put in place policies and practices, take decisions and actions and initiate activities to achieve those results. Risk management The Board and CEO identify and assess the risks associated with the operations of QDAC and take appropriate steps to reduce and mitigate the risks. The CEO is responsible for with the monitoring of risk in QDAC and reporting on a regular basis to the Board of the incidence of any new risks, or changes in existing risks. Committees The Board may establish Committees to assist in the governance of QDAC under Section 32 of the Rules of Association. Audit In QDAC engaged Grant Thornton, an independent external auditor under Rule 35.2 (d) of the Rules of Association. Director Code of Conduct The Directors voluntarily and individually adopt a Board Code of Conduct. This is specific to their activities when meeting as a Board and acting as a director; and is in addition to their observance of the QDAC Code of Conduct and the Values adopted in the Strategic Plan. Board and its members are made aware of QDAC code of conduct and conflicts of interest policy during their induction to the organisation. Figure 1: QDAC Board Members as at 30 June 2012 Name Position Tenure Barry Scott Chairman Appointed 27 April 2012 David Tapsall Vice Chairman Damian Wright Treasurer Appointed 27 April 2012 Cheryl Herbert Director Appointed 27 April 2012 Allan Barbeler Director Appointed 27 April 2012 Dr Michael Bolton Director Appointed 27 April 2012 Dr Jeremy Hayllar Director Appointed 1 April 2012 Amelia Callaghan Raylee Taylor Director Director Mary Alcorn Director Resigned 27 April 2012 Peita Melville Director Resigned 27 April 2012 Andrew Moloney Director Resigned 27 April 2012 Mitchell Giles LLW CEO acted as Secretary Independent advice The Board and Board committees have access to advice on legal, investment and taxation matters. In the Board engaged Hall Payne to advise on various matters including on the merger of QDAC with the Alcohol and Drug Foundation Queensland and Gold Coast Drug Council to form Live Life Well

12 Meet our Board Barry Scott Chairman Barry has more than 40 years retail experience predominantly in senior or general manager positions with both the Coles, Myer and Woolworths groups, prior to being appointed Chief Executive Officer of both public and private companies. He currently acts as Chairman for another significant Australian company- Crest Electronics, Australia s dominant importer and distributor of consumer electronic accessories and acts as an executive coach for senior executives and CEOs. In recent times he has also chaired several other companies on both Management and Advisory Boards. These include the Vac Group, Bubs Baby Shops and Far Pavilions. Prior to his appointment as Chairman of Live Life Well, he was president of ADFQ for four years. David Tapsall Deputy Chairman David has worked in senior management with Qantas for more than 33 years and brings a diverse range of experience to the Board in the areas of human resources, industrial relations and finance. Prior to being appointed to the board of Live Life Well, he was a member of the GCDC board for two years. Appointed as Chief Executive of Freedom Furniture in 1997, he was seen by many to be the driving force in transforming the logistics, IT, and stores presentation of this public company over the next two years. He left Freedom in 2000 and was approached to develop and ultimately head Cyberlynx as Chief Executive. Since that time, he has acted as Chairman of an e-commerce company in the hospitality industry and acted as Joint Venture Director for Lion Nathan and as Chair of TEC 23 (The Executive Connection) for three years, coaching and mentoring CEOs to enhance their lifestyle. He was awarded in two of those three years for excellence. Barry has a rare combination of experience from grass roots retailer, to CEO of public and private companies. He has broad as well as specific experience in logistics, IT, ecommerce and hospitality. A capable facilitator and team leader, he is driven to producing positive outcomes in large and small businesses. He is a member of the Australian Institute of Company Directors as well as Past President of the Rotary Club of Logan (Queensland). Damian Wright Treasurer Damian is a chartered accountant and Audit Partner with BDO Chartered Accountants. He has been working in the accounting profession for some 20 years and provides services for a wide range of businesses in a variety of industries. He also provides professional services for a large number of not for profit organisations. 10 QDAC Annual Report

13 Previously, he was Chair of Holyoake an organisation that provides counselling services to family members affected by drug and alcohol issues. Prior to being appointed to the board of Live Life Well, he was Treasurer of the ADFQ board. He was a member of the ADFQ board for six years. Prior to being appointed to the Live Life Well board, he was a member of the ADFQ board for five years. His qualifications/awards are: AM; MBBS; FAChPM; FAChAM. Prior to being appointed to the Live Life Well board, he was a member of the ADFQ board for six years. Allan Barbeler Director Allan has recently retired after more than 40 years experience as a practising lawyer. His interest in alcohol-related issues commenced with his membership of the St Vincent de Paul Society, initially in connection with the operation of a hostel for homeless persons in Margaret Street, Brisbane and, subsequently, at a new premises at South Brisbane. In his capacity as chair of a committee that established and managed a half-way house for recovering alcoholics at Auchenflower, Brisbane, he was a participant in the consultation process relating to the overhaul of the strategies and facilities for the prevention and treatment of alcohol-related illnesses in Queensland. Dr Michael Bolton Director Michael s involvement in health care commenced almost 50 years ago when he graduated in medicine from the University of Queensland. He worked as a GP in Chinchilla Western QLD from 1967 to After that, he became a Medical Officer and subsequently Director of Alcohol and Drug Dependence Services in the Queensland Department of Health until Staying with the Department, he took up the role of Director of Rural Health from 1989 to 1991 then became Assistant Regional Director of the Brisbane North Regional Health Authority from 1991 to He was a Medical Officer and subsequently palliative care physician at Mt Olivet Community Services, Brisbane, and the Medical Adviser at Damascus Alcohol and Drug Unit, Holy Spirit Hospital (later Brisbane Private Hospital) from 1995 to He is a specialist palliative care physician and has been doing palliative medicine locums in Australasia since Amelia Callaghan Director Amelia is the State Manager, Queensland, Western Australia and Northern Territory at headspace National Youth Mental Health Foundation Ltd, which is funded by the Department of Health and Ageing under the Youth Mental Health Initiative Program. She worked as manager at headspace Gold Coast from December 2009 until she took up the state management position in July She was General Manager of headspace services from 2008 to Amelia has acquired a Masters of Social Administration from The University of Queensland, a Graduate Diploma in Psychology from the University of England and a Bachelor of Social Science Psychology from the Queensland University of Technology

14 Dr Jeremy Hayllar Director Jeremy is the Clinical Director of the Metro North Mental Health - Alcohol and Drug Service. His interests include dual diagnosis and the growing prevalence of pharmaceutical opioid dependence. Jeremy took up membership of the Live Life Well Board in April He grew up in the UK, completing a degree in law before he studied medicine, working for three years in Birmingham and four years at Northwick Park Hospital NW London. He came to Queensland with his wife in 1992, planning to spend a year working at Mt Isa Hospital before returning home. Instead, he became Director of Medical Services and remained in Mt Isa for 10 years. In 2002, he relocated to Brisbane where he undertook a one-year, full-time course in professional photography, and also began part-time work at The Prince Charles Hospital. He was appointed as Clinical Director of the Alcohol and Drug Service in He has had a range of other roles including Government Medical Officer in Mt Isa ( ), Member of the West Moreton Community Corrections Board ( ), Deputy Chair of the State Recognised Practice Committee (2006- ongoing) and Chair of the Primary and Community Clinical Council, Metro North Health Service District ( ). Qualifications/awards: BA(Oxon), MB (Hons), MSc, MD(Bham), FRACP, FRCP, FAChAM, DTM&H; Centenary Medal Cheryl Herbert Director Cheryl was appointed as Chief Executive Officer of the Health Quality and Complaints Commission in September 2006 and has extensive health leadership and management experience. Prior to that leading role, Cheryl had 10 years CEO experience as Executive Director of Spiritus Care Services, which comprised the merged St Luke s Nursing Service, Anglicare and the Anglican Care of the Aged and was previously the CEO of St Luke s Nursing Service. Cheryl has qualifications in nursing and midwifery and is a Fellow of the Royal Australian College of Nurses Australia, Associate Fellow of the Australian College of Health Care Executives and an adjunct Associate Professor of University of Queensland. Cheryl has been noted as an innovative and collaborative industry leader. She has worked closely with some of Australia s near neighbours to share skills and expertise, and has served on the following panels/boards: Queensland Health Reform Panel, Forster Inquiry into Queensland Health, Australian Pharmaceutical Advisory Council, National Nursing Workforce and Education planning, Anglicare Australia, Anglicare NT, Bayside District Health Service Council, ACQI, and has accompanied the Australian Ministers for Ageing and Foreign Affairs in 1998, 2000 and 2002 to Hong Kong, Singapore, Malaysia and Japan to showcase Australian aged care. She presently retains membership on the board of the External Advisory Council, School of Nursing & Midwifery, University of Queensland and ACHS State Advisory Committee. Prior to being appointed to the board of Live Life Well, she was Vice President of the ADFQ board. 12 QDAC Annual Report

15 Some of her achievements include producing the Youth Suicide Prevention Program for Queensland TAFE, which has since been distributed throughout Australia and New Zealand. Raylee Taylor Director Raylee is the Chair and founding member of Care For Life: Suicide Prevention Association. This association aims to equip people with the ability to assist in the prevention of suicide. It produces resources for young people and service providers and provides training to organisations and others in the community. Raylee has been a dedicated volunteer for suicide prevention for 17 years. She also volunteers as Chair of the Gold Coast Youth Network, Advisory member on the Gold Coast Family Relationship Committee, a member of the Reference Group for the Expanded Horizons program and a member of the Heads Up Mental Health and Drug and Alcohol Consortia on the Gold Coast. In 2000, Raylee was invited by the World Health Organisation (WHO) to prepare a paper entitled Preventing suicide: How to Start a Survivors Group, she was subsequently invited to present a paper for the IASP international conference in India. Raylee received a LIFE Award from Suicide Prevention Australia and a Premiers Award for Queensland Seniors, is an Honorary Rotarian and Paul Harris Fellow in recognition of her work in suicide prevention. She is also a member of Suicide Prevention Australia and the International Association for Suicide Prevention. She was a board member for GCDC and QDAC for three years. Raylee has overcome the tragedy of losing her son to suicide to work hard at suicide prevention and assisting families to work through their grief of losing loved ones. She was a facilitator of the Bereaved By Suicide support group with the Salvation Army for 14 years and is a support person for The Compassionate Friends

16 Our Executive team The Queensland Drug and Alcohol Council (QDAC) is led by a team of executive managers with expertise in the broad range of skills needed to effectively manage a peak non-government organisation. In May 2012 QDAC merged with the Gold Coast Drug Council and the Alcohol and Drug Foundation Queensland to form Live Life Well. As part of the merger three new executive positions were established - Chief Operating Officer, Chief Financial Officer and Clinical Director. The team is led by the CEO, Mitchell Giles. 14 QDAC Annual Report

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18 Meet our executive team Mitchell Giles Chief Executive Officer Mitchell is the Chief Executive Officer of Live Life Well, incorporating the Alcohol and Drug Foundation Queensland, the Gold Coast Drug Council and The Queensland Drug and Alcohol Council. He was previously the CEO of the Alcohol and Drug Foundation Queensland for six years. He is a Registered Nurse, holding a Bachelor of Business and a Master of Health Science (majoring in Mental Health). It was, as a nurse in 1988 that he commenced work in the alcohol and other drugs sector within an inpatient Detox Unit. He later went on to manage another hospital-based drug and alcohol service for 12 years and has also managed services in the community. Helen Barrie Chief Operating Officer (Acting) Helen is a Certified Practicing Accountant with more than 17 years experience working in the not-for-profit sector in accounting and management roles. Helen commenced with the Alcohol and Drug Foundation Queensland in May 2008 her role encompassed finance and accounting, quality assurance, workplace health and safety, human resources, information systems and communications systems. Since May 2012, she has been in the role of Acting Chief Operating Officer for Live Life Well. Prior to this she was Corporate Services Manager for the Alcohol and Drug Foundation Queensland. Mark Walsh Chief Financial Officer (Acting) Mark Walsh held the role of Acting Chief Financial Officer from May 2012 to 30 June 2012 following the creation of the new position. A permanent recruit process will be conducted in the next reporting period. Ivor Shaw Clinical Director (Acting) Ivor completed his training at the University of Queensland and was registered as a psychologist in Originally employed by the Alcohol and Drugs Programs Association of Queensland (now ADFQ) to establish and manage the first Interlock EAP in Townsville, Ivor returned to the Alcohol and Drug Foundation Queensland in early 2008 as a Clinical Consultant for Logan House. In 1983, he was invited to become the Clinical Director of Mancare a 40-bed residential alcohol and drug treatment facility operated by the Salvation Army. In 1985, he worked within Queensland Health s Alcohol and Drug Dependence Service. For the next 12 years, Ivor worked in clinical, evaluation and research and policy areas within Queensland Health alcohol and drug services the last eight of these in the Alcohol Tobacco and Other Drugs Branch. 16 QDAC Annual Report

19 Our organisational structure Board of Directors chief Executive Officer Advocacy Business Growth Marketing and Communications clinical director chief operating Officer Chief Financial Officer Programs Treatment Services Community Services QDAC HR WH&S Quality Information Communications Technology Budgeting Financial Management Accounts Payroll GCDC ADFQ

20 Our history In May 2012, the Alcohol and Drug Foundation Queensland, Gold Coast Drug Council and the Queensland Drug and Alcohol Council merged to establish Live Life Well (LLW). LLW s services extend across Queensland and include both residential and nonresidential programs. With a collective history of service provision spanning nearly 80 years, the LLW Group is a collection of well credentialed and experienced service providers, with over 130 staff and 40 volunteers working with clients throughout Queensland. Throughout our history we have shared a purpose of delivering services to individuals and their families who experience difficulties arising from drug and alcohol use and/or mental health issues. A bit about our founding entities Queensland Drug and Alcohol Council Commencing service in 2010, the Queensland Drug and Alcohol Council (QDAC) is the youngest member of the LLW group, and was established to expand drug and alcohol services throughout Queensland. QDAC established an assessment and referral Shop Front in Cairns in 2010, and in May 2012 opened a Therapeutic Community in Mareeba which provides residential treatment services for Aboriginal and Torres Strait Islander people from Cairns and the surrounding regions. Alcohol and Drug Foundation Queensland The Alcohol and Drug Foundation Queensland (ADFQ) has been providing services for those affected by alcohol and other drug use, their families, and the wider Queensland community since A non-government organisation, ADFQ is dedicated to reducing the individual and social harms associated with alcohol and drug use and promoting health enhancing behaviour change. 18 QDAC Annual Report

21 Our history who we are ADFQ s extensive experience and expertise means that it has the ability to develop and conduct dedicated programs for, and on behalf of, a variety of stakeholders including state and federal government departments, as well as large and small organisational clients. Gold Coast Drug Council The Gold Coast Drug Council Inc. (GCDC) had its beginnings as a voluntary organisation known as the Drug Referral Centre. It was established in 1971 as the first alcohol and drug service on the Gold Coast. In 1981 land was granted by the Gold Coast City Council at 191 West Burleigh Road to establish a centre for education, prevention, assessment, referral and detoxification this was called Mirikai (or place of peace ). In the 1980 s the GCDC focused on developing professional standards for treatment and education and in 1987 adopted a Therapeutic Community approach to treatment services for young people. Since that time the organisation has developed community services which assist young people and their families and include residential services and a wide range of out-client services

22 Our story... our mission, values and strategic goals Our shared vision Lives lived well by promoting and supporting health and wellbeing 20 QDAC Annual Report

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24 Our united mission We are united in our mission to provide services in the community that reduce individual and social harms by: addressing addictive behaviours building individual and community capacity advocating and supporting healthy lifestyles. The values we live by Our values are at core of who we are and about which we hold dear we strive so that our decisions and actions reflect these values. We believe that by putting our values into practice, guided by our vision and strategic plan, we can create significant and meaningful benefits for our consumers, communities, staff and other stakeholders, not the least of which are our funders. We act with integrity in all we do Integrity is a consistency of actions, values, methods, principles and expectations. Integrity is the cement that binds our values together. We provide leadership as an organisation and as individuals Leadership is a process of social influence in which we enlist the aid and support of others in the accomplishment of a common task, including advocating for better outcomes around issues that fall within our sphere of concern. We value the trust that is placed in us Trust is placed in us by individuals and government; we strive to build confidence based on our work with our consumers, colleagues, partners and suppliers. We accept accountability for all our actions and decisions Accountability is reflected in our commitment to exercising sound stewardship over our reputation and resources and acting with diligence, honesty, reliability and transparency. 22 QDAC Annual Report

25 We are setting our goals high what we plan to achieve We have identified five important goals which will support the achievement of our vision, realise the opportunities and address some of the challenges that will arise in the next three years. We aim to: Provide evidence supported services that match or exceed consumer and other stakeholder expectations Build engagement and collaboration with the community Grow and build our capability Support commitment and engagement in our people Develop integrated corporate systems that demonstrate a high level of commercial efficiency and client satisfaction

26 Our services an overview of what we do Commencing service in 2010 the Queensland Drug and Alcohol Council (QDAC) provides drug services for Aboriginal and Torres Strait Islander people in Cairns and the surrounding regions. The assessment and referral Shopfront was established in Cairns. In 2010, Indigenous Business Australia, the Department of Health and Ageing (DOHA) and the Queensland Drug and Alcohol Council (QDAC) entered into an agreement to open a therapeutic community in the Cairns region. DOHA nominated a site in Mareeba for QDAC to lease for the running of residential rehabilitation services. The site had previously housed Rose Collis Haven, an Indigenous alcohol and rehabilitation centre which closed in In May 2012, QDAC s Therapeutic Community opened at the Mareeba site. It aims to provide drug and alcohol residential rehabilitation services to Aboriginal and Torres Strait Islander people, aged 18 years and over, in Cairns and its surrounds. Community members are supported in addressing their dependency or addiction and guided through coping strategies. They are given the chance to partake in such activities as music, art and craft, life skills, hospitality and farming. They can join yarning circles, men s, women s and elders groups and have involvement in community groups. They can obtain qualifications through training and experience. The program runs over five stages for six to nine months, depending on the individual s progress. It takes referrals from health, welfare and community organisations or consumers can present to the program s shopfront in Cairns for assessment. 24 QDAC Annual Report

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28 Mareeba Therapeutic Community The Mareeba Therapeutic Community opened its doors and accepted its first resident on 28 May, A total of 11 residents, 10 men and one woman, were admitted from the time it opened until June 30, The infrastructure at the Mareeba site is first class and the environment in itself is extremely therapeutic. As with any new program there are numerous teething problems for the staff team to come to terms with but rather than becoming overwhelmed by the initial difficulties, staff members have embraced the challenge and are committed to building a solid platform for service delivery to the local indigenous community. The financial year will be an ongoing process of program review and refinement, staff training and development and building the foundations of a strong, culturally appropriate Therapeutic Community model. The Mareeba Therapeutic Community promises to develop into a program that has a strong reputation for delivering clinically sound, evidence-based interventions and achieving excellent outcomes for its client group. QDAC Shopfront During the QDAC Shopfront delivered services for assessment and referral and to offer treatment options. The Shopfront engages with stakeholders and the community and assists individuals into the therapeutic community. Shopfront staff have been working closely with stakeholders to address the increasing demands within the Cairns and Hinterland region. During , the staff worked with 297 individuals on an outpatient and customer service basis, which also involved walk-ins. 26 QDAC Annual Report

29 Our achievements Staff members providing care throughout the year were Andrew Walters, Dallas Hure and Rob Wallace along with Ashley Gibson (AOD trainee). Shona McClellen, who started as a volunteer, became a member of the staff team in The average age of client has been (29-38 years), and the most substance misuse has been alcohol and cannabis

30 28 QDAC Annual Report Our corporate services

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32 In May 2012 the Queensland Drug and Alcohol Council, Alcohol and Drug Foundation Queensland and Gold Coast Drug Council merged to form Live Life Well. The merger provided an opportunity for the Board and Management to review how and what the focus of our corporate services should be to ensure that the best possible support would be provided. This saw the realignment of our corporate services. The Corporate Service area supports the Live Life Well Group, including the Queensland Drug and Alcohol Council (QDAC), providing professional services to support the delivery of broad range of QDAC s services and programs in Queensland. The Finance Team provides services in financial and management accounting, audit and risk management, financial analysis, reporting and compliance. They manage and coordinate QDAC s budget monitor and report on our financial position, including preparation of the financial statements. They also manage our payroll and leave management and oversee the organisation s salary sacrificing program was a busy year for the Finance Team. This was primarily driven by the merger process which began in late In there were a number of significant achievements including: merging all finances functions across the Live Life Well Group starting with the due diligence process in October 2011 review of the Finance System creation of the CFO position restructure and expansion of the team to meet the new demands of the merged group of integration of payroll across the group. Human Resources (HR) provides a suite of HR management and advisory services to ADFQ s managers and staff. This includes HR policy development, performance management, professional development, recruitment and selection, reward and recognition and industrial and employee relations. Information and Communication Technology (ICT) is responsible for managing our central IT capability and delivering IT services to staff across sites. ICT provides the support, maintenance and management of information systems and computing infrastructure. QDAC s day-to-day IT support is provided by Centra Networks. The major focus during the year was the setup of the computer network and the VOIP telephone system to ensure staff has the resources needed to do their work. The remote location provided challenges to the capabilities and functionality of the systems as internet access is limited to one ADSL 2 line to the site. This is not expected to be addressed until the National Broadband Network is rolled out in the area. The ICT projects undertaken in will support integration of systems in the merged environment in the future. Quality Assurance works with managers and staff to develop policies and procedures that underpin the achievements of quality improvement and quality assurance objectives. They lead and coordinate the development and implementation of processes that ensure the continued accreditation status. The development of a quality manual including policies and procedures was completed during the year. This manual will be regularly reviewed as the service evolves, particularly in 30 QDAC Annual Report

33 relation to culturally appropriate practice guided by the Culturally Secure Standards. James Cook University were engaged to undertake an initial evaluation of the service with a report presented to the advisory group. A response and action plan from the recommendations in the evaluation report was under consideration at the end of June The Office for Aboriginal and Torres Strait Islander Health (OATSIH) conducted a Risk Assessment in relation to management and governance systems. While minimum standards were met, Risk Mediation Strategy was implemented to improve processes. Work Place Health and Safety aims to ensure all of QDAC s staff, volunteers, students and contractors are working in, or utilising a safe environment that is free from harm. QDAC is committed to ensuring that all our people understand their rights and responsibilities in regard to Workplace Health and Safety. The Workplace Health and Safety Officer works with staff to implement, monitor and evaluate a range programs and systems. During the year, the concentration was on setting up safe systems of work and ensuring the Mareeba site was upgraded to meeting fire and workplace health and safety (WHS) compliance requirements. There was a strong focus on the implementation of systems to meet compliance with the new Workplace Health and Safety Act 2011 which commenced in January A complete WHS assessment of the site was completed, a WHS plan and management system was developed, the WHS committee initiated and monthly meetings review progress on the plan. WHS training for staff and residents commenced and is ongoing. As this site incorporates a future working farm, particular attention has been given to the guidelines for working safely in a rural environment. An expert WHS advisor was engaged to assist in the development of WHS policies and procedures appropriate to this environment. Induction and ongoing training is provided to farm crews (staff and residents) in safe work procedures. The Marketing and Communications team works to enhance QDAC s reputation and brand by managing key communication channels. Broad responsibilities include brand development and management; public relations, media enquiries and corporate communications; corporate print and digital media; promotions and sponsorships; corporate events and workshops; online marketing, web content and design; and social media. Established in January 2012 with the appointment of Sharon Broadley as manager, the marketing and communication area have had a busy six months up to June 2012 with a strong focus on internal communications to ensure that staff from the three founding entities of Live Life Well were kept informed and involved in the merger process. Another focus was engagement with our key stakeholders, including our local partners and funding bodies. The most significant achievements in included: a publication audit of QDAC communication materials development of new brand for Live Life Well, which includes co-branding with QDAC

34 Our people QDAC Mareeba Therapeutic Community commenced operations in March 2012 with 12 staff, 76 per cent of which are of Aboriginal and Torres Strait Islander culture. The shopfront in Cairns provides assessment and intake services for clients of the Mareeba Therapeutic Community. An advisory group was established to provide guidance and support to QDAC. The professional delivery of services to clients is made possible through the quality and skills of staff. Prior to the first residents being admitted in May, staff at Mareeba participated in a sixweek intensive training program to develop the required skills. Training is an ongoing activity as the therapeutic program evolves. The Commonwealth Department of Health and Ageing which provides set up and recurrent funding to the Mareeba project, initiated a training needs analysis (TNA) for Aboriginal and Torres Strait Islander services. A questionnaire was completed on site with staff and an assessment and support for ongoing development will be provided to staff. 32 QDAC Annual Report

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36 Our funders, partners and supporters The Queensland Drug and Alcohol Council is funded through the Department of Health and Ageing. Our Mareeba facility is leased through Indigenous Business Australia. 34 QDAC Annual Report

37 Financial Report for the year ended 30 june 2012 Management Comittee s Report Statement of Comprehensive Income Statement of Financial Position Statement of Changes in Equity Statement of Cash Flows Notes to the Financial Statements Statement by the Management Committee Auditor s Report

38 Management Committee s Report 36 QDAC Annual Report

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40 Statement of Comprehensive Income for the year ended 30 june 2012 The above Statement of Comprehensive Income should be read in conjunction with the accompanying notes. 38 QDAC Annual Report

41 Statement of Financial Position As at 30 june 2012 The above Statement of Financial Position should be read in conjunction with the accompanying notes

42 Statement of Changes in Equity for the year ended 30 june 2012 The above Statement of Changes in Equity should be read in conjunction with the accompanying notes. 40 QDAC Annual Report

43 Statement of Cash Flows for the year ended 30 june 2012 The above Statement of Cash Flows should be read in conjunction with the accompanying notes

44 Notes to the Financial Statements for the year ended 30 june QDAC Annual Report

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46 Notes to the Financial Statements for the year ended 30 june QDAC Annual Report

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48 Notes to the Financial Statements for the year ended 30 june QDAC Annual Report

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50 Notes to the Financial Statements for the year ended 30 june QDAC Annual Report

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52 Notes to the Financial Statements for the year ended 30 june QDAC Annual Report

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54 Notes to the Financial Statements for the year ended 30 june QDAC Annual Report

55 Statement by the Management Committee

56 54 QDAC Annual Report

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58 Our contact details Mareeba Therapeutic Community 294 Shanty Creek Road Mareeba QLD 4880 p: Queensland Drug and Alcohol Council Shopfront Bunda Street Cairns QLD 4870 p: QDAC Annual Report

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