2011-12. Annual Report

2011-12 Annual Report

Copyright Gold Coast Drug Council Annual Report 2011-12 Published by the Gold Coast Drug Council, December 2012. This document is licensed under a Creative Commons Attribution 3 Australia licence. The Gold Coast Drug Council, 2012 In essence, you are free to copy, communicate and adapt the work, as long as you attribute The Gold Coast Drug Council and abide by the licence terms. To view a copy of this licence, visit http://creativecommons.org/licenses/by/3.0/ Attribution Content from this report should be attributed as: The Gold Coast Drug Council, Gold Coast Drug Council Annual Report 2011-12 For a copy of this report go to www.livelifewell.org.au or contact Marketing & Communications Manager Live Life Well PO BOX 332 Spring Hill Q 4004 t: (07) 3834 0200 e: contactus@livelifewell.org.au ISSN 2201-3776

Contents Chairman s report.... 20 CEO s report.... 40 At a glance.... 60 Our Board and governance.... 80 Our executive team.... 160 Our history....200 Our story....220 Our services....260 Our achievements....300 Community services....300 Diversion services....360 Residential services....380 Banjara medical centre...400 Our corporate services....420 Our people....440 Our funders, partners and supporters.... 470 Our financial report....490 Table of figures Figure 1: GCDC Board Members 2011-12 as at 30 June, 2012... 110 Figure 2: Number of clients seen by clinicians at Banjara Medical Centre....410 Figure 3: Number of volunteers by specific areas of service.... 460 2011-12 1

Over the past year the Gold Coast Drug Council has continued its grand tradition of delivering quality programs for young people across south east Queensland The need for these services remains high with levels of personal distress and community concern associated with alcohol and other drug use showing no signs of decline. However, gains have been made in some areas such as tobacco smoking. In May this year, the Gold Coast Drug Council and the Queensland Drug and Alcohol Council merged with the Alcohol and Drug Foundation Queensland, under the corporate umbrella of Live Life Well. With a combined history of service provision spanning nearly 80 years, the Live Life Well group is now a leading non-government provider of alcohol and other drug focussed services in Queensland. As a group, we are able to take advantage of internal efficiencies that come with resource and knowledge sharing. Externally, we are better positioned to exercise leverage in our funding negotiations with governments or corporate sponsors and donors. Under the merger arrangement, Life Live Well, Alcohol and Drug Foundation Queensland, Gold Coast Drug Council and Queensland Drug and Alcohol Council 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 current Board members - David Tapsall, Raylee Taylor, Amelia Callaghan, Cheryl Herbert, Damian Wright, Allan Barbeler, Dr Michael Bolton and Dr Jeremy Hayllar. I also wish to acknowledge Andrew Maloney, previous Chair of the Gold Coast Drug Council and Queensland Drug and Alcohol Council boards for the leadership and diligence he so evidently displayed during the premerger negotiations. Additionally to those other Gold Coast Drug Council Board members who have vacated their positions during the year, I extend thanks to Dr Peita Melville and Don Eyre. In June this year, Mary Alcorn resigned as Executive Director of the Gold Coast Drug Council. For the past twenty five years Mary has dedicated herself to nurturing 2 GCDC Annual Report

Chairman s report and growing her beloved Mirikai from very humble beginnings to the preeminent position it currently holds within the sector. Mary s contribution to the community extends well beyond her involvement with the Gold Coast Drug Council, and after a lifetime of service to others, we wish her well in her retirement. The past year has presented the organization with more than its fair share of challenges. A competent and committed Gold Coast Drug Council management team have led from the front and it is fair to say that the whole of staff group have risen to every challenge, dealt with it and moved on. Their efforts have been truly praiseworthy. Barry Scott Chairman 2011-12 3

2012 will stand as a watershed year for the Gold Coast Drug Council 2012 will stand as a watershed year for the Gold Coast Drug Council (GCDC) and the Alcohol and Drug Foundation Queensland (ADFQ) as these two iconic service providers, together with the Queensland Drug and Alcohol Council (QDAC) merged 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 GCDC 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 LLWA 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. I must thank members of the executive team for their support and the tremendous amount of time and effort 4 GCDC Annual Report

CEO s report they have put in towards bringing about a relatively smooth transition. 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? In part the answer lies in establishing ourselves as an efficient, high quality service provider connected to our consumers and community; 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 2011-12 5

At a glance 2011-12 highlights 14 May 2012 Live Life Well was established............................. CNAPIS provided intensive case support to 32 consumers with multiple and complex needs. Outcomes for clients included better health, education and a reduction in homelessness............................. As at June 30, 2012, the Youth Out client Program (YOP) was servicing 23 young people and meeting all deliverables............................. Student Program assisted in the further education of 44 students from a wide range of educational institutions through work placements with GCDC Mirikai s Therapeutic Community supported 179 residents with approximately 35 per cent completing their first 90 days of treatment............................. CLAIS continued to grow, seeing 40 clients 21 of whom were entered into the Mirikai Therapeutic Community. It also held 16 educational workshops, in conjunction with YODA, in Gold Coast high schools............................. The OASIS Halfway House program supported 38 residents with outcomes for clients, including education and employment. On average, over 70 per cent of OASIS clients, who finished the program, exited to work, training or further education options Stop Pot continues to be a popular choice of intervention for cannabis users with 64 clients participating in Stop Pot groups............................. Young Families Support Program, which provides education and support around parents with substance use issues and aims to reduce the harms to their children, assisted 16 families............................. Youth Dual Diagnosis Program resulted in demonstrable clinical change for clients with evaluation showing a high satisfaction with service provided............................. The Kids in Focus program had 185 clients all with multiple and complex needs 6 GCDC Annual Report

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How we are governed The Gold Coast Drug Council (GCDC) is incorporated under the Associations Incorporation Act 1981. Ultimate responsibility for the governance of GCDC rests with its Board of Directors. Our Board The GCDC 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 GCDC 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 GCDC s reputation. 8 GCDC Annual Report

Our Board and governance The key roles of the GCDC Board are to: be custodians of the assets of the GCDC establish a strategic plan for the GCDC 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 GCDC 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 GCDC s accounts are true and fair, and are in conformity with Australian Accounting Standards determine that satisfactory arrangements are in place for auditing the GCDC 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. 2011-12 9

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 2011-12 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 GCDC s Chair is to: chair meetings of the Board of Directors chair General Meetings of GCDC 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 GCDC 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 GCDC s Board of Directors is to: understand and apply the GCDC 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 GCDC 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 GCDC 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 GCDC 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 GCDC to the CEO and Executive management. GCDC 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. 10 GCDC Annual Report

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 GCDC and take appropriate steps to reduce and mitigate the risks. The CEO is responsible for with the monitoring of risk in GCDC 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 GCDC under Section 32 of the Rules of Association. Audit In 2011-12 GCDC 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 GCDC Code of Conduct and the Values adopted in the Strategic Plan. Board and its members are made aware of GCDC code of conduct and conflicts of interest policy during their induction to the organisation. Figure 1: GCDC Board Members 2011-12 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 2011-12 the Board engaged Hall Payne to advise on various matters including on the merger of GCDC with the Alcohol and Drug Foundation Queensland and Queensland Drug and Alcohol Council to form Live Life Well. 2011-12 11

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. 12 GCDC Annual Report

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 1978. After that, he became a Medical Officer and subsequently Director of Alcohol and Drug Dependence Services in the Queensland Department of Health until 1989. 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 1995. 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 2008. He is a specialist palliative care physician and has been doing palliative medicine locums in Australasia since 2008. 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 2011. She was General Manager of headspace services from 2008 to 2009. 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. 2011-12 13

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 2012. 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 2004. He has had a range of other roles including Government Medical Officer in Mt Isa (1994-2002), Member of the West Moreton Community Corrections Board (2003-2006), Deputy Chair of the State Recognised Practice Committee (2006- ongoing) and Chair of the Primary and Community Clinical Council, Metro North Health Service District (2010-2012). Qualifications/awards: BA(Oxon), MB (Hons), MSc, MD(Bham), FRACP, FRCP, FAChAM, DTM&H; Centenary Medal 2001. 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. 14 GCDC Annual Report

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. 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. Some of her achievements include producing the Youth Suicide Prevention Program for Queensland TAFE, which has since been distributed throughout Australia and New Zealand. 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. Retirement of the Executive Director Mary Alcorn Mary Alcorn retired from her position as Executive Director of the Gold Coast Drug Council in May 2012 after 25 years of dedication and commitment in that role. As Executive Director, she led the growth of the GCDC, into a dynamic and innovative organisation, developing a wide range of new services. During that time she also served a 13-year term on the Gold Coast District Health Council, two as Chair, and sat on the board of the Australian Therapeutic Communities association for 16 years. She was a member of the QNADA board since its inception in 2007. Since taking over the reins in 1987, Mary was the driving force behind GCDC, which became the first community alcohol and drug service to gain accreditation nationally. Mary s vision and drive saw the service grow to what it is today. The Gold Coast Drug Council is now recognised, as one of south-east Queensland s premier alcohol and drug services. Throughout her long career, Mary has been consistently recognised for her commitment and excellence. In 2009, she was the Queensland winner of the Pride of Australia Medal in the Care and Compassion category for her dedication to GCDC. She has also received the Centenary Medal awarded by Prime Minister, John Howard for distinguished service as a Director of a Drug Rehabilitation Centre and the Australia Day Achievement Medallion from the Alcohol and Other Drugs Council of Australia in 2002. She was nominated for Australian of the Year Award 2003 (Gold Coast Local Hero). The Board, management, staff and clients of GCDC are proud of Mary s achievement and appreciate her tireless efforts over the years. 2011-12 15

Our Executive team The Gold Coast Drug Council Alcohol (GCDC) 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 GCDC merged with the Alcohol and Drug Foundation Queensland and the Queensland Drug and Alcohol Council 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. 16 GCDC Annual Report

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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 hospitalbased 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 1980. 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. 18 GCDC Annual Report

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 GCDC QDAC HR WH&S Quality Information Communications Technology Corporate Services Budgeting Financial Management Accounts Payroll ADFQ 2011-12 19

Our History In May 2012, the Gold Coast Drug Council, Alcohol and Drug Foundation Queensland 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 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. Alcohol and Drug Foundation Queensland The Alcohol and Drug Foundation Queensland (ADFQ) has been providing services for those affected by alcohol and other 20 GCDC Annual Report

Our history who we are drug use, their families, and the wider Queensland community since 1974. 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. 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. 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. 2011-12 21

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

2011-12 23

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. 24 GCDC Annual Report

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 2011-12 25

26 GCDC Annual Report

Our services an overview of what we do 2011-12 27

Outreach Accommodation Support and Integrated Services OASIS delivers safe and supported accommodation to young people in crisis, who have a history of illicit drug dependence, and sometimes with additional mental health problems. Residents are required to collaborate on a treatment plan designed to achieve their goals and exit the program within a six month period. However, length of stay is determined on an individual basis and may be extended in cases of complex needs. Drug Court Program This program is part of the Queensland Drug Court Program and helps drug dependent offenders to deal with their addiction(s) by combining treatment services, correctional programs, and frequent drug testing, with supervision by the Courts. This program provides case management; medical support; counselling; advocacy; court support; crisis intervention and social activities. Participants of the program are initially required to attend a regular living skills group with a gradual reduction in attendance as the participant progresses through the threestage program. Complex Needs Assessment Panel and Integrated Services Complex needs assessment panel and integrated services (CNAPIS) brings government and community representatives in partnership to provide a coordinated approach when assessing and planning the needs of clients with complex needs, especially with regards to the complexities inherent in co-morbidity (AOD and Mental Illness). The CNAPIS function is to address identified issues and barriers by planning, implementing and reviewing the strategies and interventions required to support young lives at risk alongside their families/significant other. Queensland Illicit Drug Diversion Initiative The program offers health interventions as an alternative to the criminal justice system. It affords clients an opportunity to address their illicit substance use through an early intervention that diverts eligible minor illicit drug offenders utilising the Police and Court diversion programs, in many cases, before incurring a criminal record. Youth Outreach Program This program promotes the well-being and health of young people who are experiencing interpersonal and social functioning problems related to drug use. The service includes counselling, psycho-education and arts-based therapeutic groups, all within a harm-minimisation model. It provides early interventions e.g. anger management, problemsolving, goal-setting and stress management) and psychoeducation for young people around alcohol and drug misuse. The Program also embraces a solution orientation, where a young person s strengths are recognized and encouraged. Youth Outreach Drug and Alcohol Team YODA provides a flexible alcohol and drug outreach service in partnership with local youth agencies and programs. These services include 6 to 8 individual counselling sessions and educational early intervention programs. This service offers 6 to 8 individual counselling sessions focusing on education and counselling. Additionally, YODA will provide group educational programs designed to increase knowledge and insight into substance abuse issues. Interurban Arts Interurban Arts is an arts and life skills program with a focus on young people and mixed gender with complexities including AOD, Justice and social disengagement. The program creatively coordinates, develops and produces sustainable opportunities and experiences for individuals and groups to make positive changes and promote good health in their lives and communities. Through the Inter Urban Arts program GCDC deliver therapeutic arts workshops, youth peer support programs, training workshops, public art projects, community consultation and Community Cultural Development Projects. The principles of social justice underpin all the work that is delivered through Inter Urban Arts. 28 GCDC Annual Report

Dual Diagnosis Support Program This program supports young people who have substance abuse and mental health problems (known as dual diagnosis ). The dual diagnosis support program operates by assessment, specialist intervention and treatment planning. Family Therapy Program The Family Support Program assists family members, couples and partners as well as friends of young people with alcohol and drug-related problems. The aim of the program is two-fold: to help the clients support the troubled young person and to assist clients in self-care. The service offers individual, couple, family and group counselling sessions. The family therapy program also facilitates the Family and Friends Support Group. This group runs once a week and is facilitated by an external provider. This group provides support for family/ friends of those with drug and/or alcohol problems. Young Families The Young Family Support Program assists any parents (with younger children, whose ages may range from newborn up to early teens) experiencing alcohol and/or drug related problems, or a dual diagnosis (both drug/alcohol and mental health problems). The aim of the program is to provide these parents with individualised support (treatment / counselling) and group education, focusing on the addiction/mental health problem, as well as the impact this problem has on their families. Kids in Focus The Gold Coast Drug Council leads a collaborative partnership with the Benevolent Society Early Years Centre and Wesley Mission Brisbane. This provides Kids in Focus with specialist wraparound services for families impacted by problematic substance use. Healthy attachment, resilience and adolescence issues can all be addressed while supporting parents within a dual diagnosis framework. Clinical Liaison Aboriginal and Torres Strait Islanders CLAIS (Clinical Liaison Aboriginal & Torres Strait Islanders) provides culturally competent counselling/ mentoring for clients, as well as other GCDC services, to Aboriginal & Torres Strait Islander young people and their families where a need has been identified. Aboriginal & Torres Strait Islander young people and their families, within the Gold Coast region, who are experiencing problems with drug and alcohol and may be experiencing mental health disorders. Diversion Services - Stop Pot The Stop Pot course is an educational and supportive group for current cannabis users, with clients accessing the service from across the community. The course takes place on a weekly basis, running for five weeks. On average, ten people attend each Stop Pot group, so the groups are quite small, allowing participants to interact and develop social support within the group. Typical Stop Pot clients can include individuals or couples where cannabis has contributed to the dysfunction of their interpersonal relationships. Mirikai Therapeutic Community Mirikai is a specialist alcohol and other drug treatment program that works on a therapeutic community model. It s goal is to enhance the capacity and commitment of clients to achieve, as well as maintain an optimal level of personal and social functioning free from harmful drug use. Mirikai s goal is to assist residents to achieve and maintain a personally satisfying and socially responsible lifestyle free from harmful drug use. Banjara Medical Centre Banjara Medical Centre offers medical and psychological interventions that help reduce the anxiety of clients with more complex needs. It is a one stop shop venue, providing a familiar and friendly atmosphere for consumers. Banjara is open daily for medical and allied health services. It also houses the Early Psychosis Unit of Queensland Health. 2011-12 29

Outreach Programs and Services The Gold Coast Drug Council has numerous Outreach Programs and Services that address a wide range of needs in the community. These programs are vital to the health and wellbeing of people on the Gold Coast who are experiencing adversity in their lives either on a personal level or with someone they are close to. Outreach provides flexible service delivery that meets the consumer on their turf in a safe environment. Outreach on the Gold Coast is unique this comes from our many stakeholder partnerships and collaborative working relationships in the sector. The following are great examples of how Outreach works with many and varied agencies working for improvement in the health and wellbeing of our community. Complex Needs Assessment Panel and Integrated Services (CNAPIS) 2011-12 has been a busy year for the Complex Needs Assessment Panel & Integrated Services program. The CNAPIS team have provided case management support and advocacy for consumers with multiple and complex needs - consumers that no one service could assist. The It Takes a Village statement is very true for these people. CNAPIS is a stakeholder-driven program with a core group of 15 community members over the past year. These members came from a range of diverse NGO s and government agencies that came together for the common purpose of adding value to the primary agency that makes the referral to CNAPIS. The CNAPIS team consists of two full-time support workers Adam Dreyer and Tristan Abba and Tara Piggins who worked two days per week. Suzi Morris is the program s coordinator. 30 GCDC Annual Report

Our achievements Community Services CNAPIS provided intensive case support to 32 consumers during 2011-12. It built capacity in the community to continue to support these consumers and, through the Advisory Committee, set up by CNAP through the Youth At Risk Program of Wesley Mission Brisbane, was able to identify service gaps and report back to Queensland Health through the Primary Care partnership Council and Medicare Local. Outcomes for our clients included better health, educational gains and a reduction in homelessness by supporting clients to retain their tenancy in the social housing sector. Clients are referred through agencies who remain the primary case managers for that person. The added value of CNAPIS to this case management process by providing practical support, enabled case managers to assist their client in achieving their goals. As at June 30, 2012, CNAPIS was supporting 29 clients, all with multiple and complex needs, in the 17-30 age group and of mixed gender. Of these, 40 per cent were Aboriginal or Torres Strait Islander. CNAPIS is funded by Queensland Health through the Primary Care Partnership Council. 2011-12 31

Young Families Support Program The Young Families Support Program is funded by the Queensland Department of Communities to add value to the Act for Kids program s Rapid Assessment Intervention (RAI). It is a clinical role and has one clinician working 10.5 hours per week. This role is crucial to the Act for Kids program as it provides the education and support around parents with substance use issues and aims to reduce the harms to their children. This program works closely with other family programs of GCDC. In 2011-12, the program assisted 16 families. I would have lost my kids if I didn t have someone like A advocating for me she never lost faith in me that I could turn my life around. Family Therapy and Support Program The Family Therapy and Support Program is a therapeutic program that provides family therapy to parents, partners, friends and carers of young people with substance use issues. This is achieved through individual counselling sessions and a Family and Friends Support Group. During 2011-12, the group ran over 10 weeks and was a closed support/educational forum for those people who had a loved one experiencing substance use issues. The program ran two days per week and the group ran in the evenings one day per week. It had a part-time clinician, Matt McGregor, and a group facilitator. Funded by the Department of Health and Ageing the program works with a number of other GCDC programs and services to help create a supportive environment for families, especially those family members who have a loved one in Mirikai, GCDC s therapeutic community. In particular in 2011-12 it worked with Kids in Focus, which offers intensive case support and counselling to the residents of Mirikai while they are in treatment and follows up with them on transition. Youth Outreach Drug and Alcohol The Youth Outreach Drug and Alcohol (YODA) program operates as a mobile outreach service, with three dedicated specialist AOD youth counsellors who work closely with youth stakeholders on the Gold Coast. The program offers early and brief interventions as well as a longer term flexible service delivery for young people aged between 12 and 25 years and of mixed gender. YODA has partnership agreements with Youth Justice, Scisco Career Pathways for Youth, Youth At Risk Alliance (YARA) as well as Education Queensland. During 2011-12 YODA ran a series of workshops and educational groups that educated young people on the risks associated with substance use. It used a client-centred approach and assisted young people in building resilience as well as capacity building in the community. YODA works under the Harm Reduction Framework and No Wrong Door Policy. Over the past year, the team actively engaged in community development within the youth sector and worked alongside other youth-centred programs in the area. Feedback included this positive comment: I always know that C will listen and not judge me or tell me what to do it s nice to have someone who cares YODA offers a range of activities all aimed at young people aged between 12 and 25 years, of mixed genders and ethnicity. During 2011-12, the mobile service was seen to be a user friendly option for these young people, many of whom were homeless or in care. Meeting these young people on their turf allowed GCDC counsellors to engage quickly and, in turn, were more effective in gaining rapport. YODA worked collaboratively with key stakeholders in the sector, including Youth Justice and YARA. The YODA staff also provided a training program called MAPS Mentor & Peer Support for young people to be skilled in being mentors for other young people experiencing adversity. This was in partnership with Creative Inclusive (formerly Inter Urban Arts). Since the last report, this program has assisted more than 100 young people. The YODA team consisted of a team leader, and one full-time and one 0.8 counsellors. The program is funded by Queensland Health. 32 GCDC Annual Report