Annual Report 2008–09

Department of Communities

Cover_A4_French folded.indd 2 12/11/2009 10:17:22 AM Table of contents 30 October 2009 Our highlights ...... 3 About us ...... 4 The Honourable Desley Boyle MP Minister for Local Government and About our annual report ...... 7 Aboriginal and Torres Strait Islander Our environment ...... 7 Partnerships Message from our The Honourable Annastacia Palaszczuk MP Director-General ...... 9 Minister for Disability Services and Multicultural Affairs Performance overview ...... 11 The Honourable Karen Struthers MP Our performance ...... 15–94 Minister for Community Services Aboriginal and Torres Strait and Housing and Minister for Women Islander Services ...... 16 The Honourable Phil Reeves MP Child Safety Services ...... 23 Minister for Child Safety and Community and Youth Minister for Sport Justice Services ...... 34 Disability, Home and Community Care, and Community Mental Health Dear Ministers Services ...... 48 Housing and Homelessness Services .... 63 I am pleased to present the Annual Multicultural Services ...... 79 Report 2008–09 for the Department of Communities. Sport and Recreation Services ...... 83 Women’s Services ...... 90 I certify that this Annual Report complies with: Our organisational capability • the prescribed requirements of the and governance ...... 95–148 Financial Administration and Audit Act Organisational structure ...... 96 1977 and the Financial Management Leadership ...... 101 Standard 1997 Client service management ...... 111 • the detailed requirements set out in the Annual Reporting Guidelines for Community engagement ...... 115 Queensland Government Agencies. Workforce management ...... 122 Asset management ...... 134 A checklist outlining the annual reporting requirements can be accessed at Information and www.communities.qld.gov.au/about/ communication management ...... 137 annual-reports/2008–09. Environmental management ...... 139 Quality management ...... 142 Yours sincerely Financial management ...... 146 Financial statements ...... 149–240 Department of Communities ...... 149 Linda A. Apelt Retail Stores Operations ...... 215 Director-General Appendices ...... 241 Department of Communities Glossary ...... 259 Index ...... 263 Contact details ...... 267

Cover_A4_French folded.indd 3 12/11/2009 10:17:41 AM Our highlights

We implemented We recruited an additional the Cape York 524 new foster and kinship Welfare Reform Trial carers (exceeding the target encompassing a range of 500) and provided new of initiatives around therapeutic residential social responsibility, services in Cairns and housing, education, and Townsville to support young economic opportunity. people to overcome trauma.

We provided or funded services to more We worked with other government We responded to 65,081 people with a disability and their carers, and non-government organisations information and referral including accommodation services for to deliver an integrated response to requests through the 6,355 people (an increase of 335 people disadvantaged young people in the Women’s Infolink helpline from 2007–08), community support and Logan-Beenleigh area, including and Find-a-Service access services for 24,018 people (an providing intensive support by database. increase of 1,302) and respite services The Next Step coordination service for 5,060 people (an increase of 261). to 55 young people. In addition, 163,000 people received Home and Community Care.

We successfully established We conducted the Queensland We increased the supply of social housing the Queensland Tennis Centre Multicultural Festival, from 65,495 to 66,369 rental units through for the inaugural hosting of the Queensland Multicultural Awards funding of $490 million from the state and 2009 Brisbane International and Queensland Roars Against commonwealth governments, and introduced combined men’s and women’s Racism campaign to promote the a new client intake and assessment process hard court championships. benefi ts of multiculturalism. to prioritise applicants in greatest need.

Department of Communities | 2008–09 Annual Report 3

Part 1b.indd 3 12/11/2009 10:20:49 AM families, Aboriginal and Torres Strait Islanders, About us people with a mental illness, volunteers, people with a disability and their families and Our vision and purpose carers, and people who are homeless. Our Our vision is fair, cohesive and vibrant services have a shared focus on improving the Queensland communities. Our purpose is wellbeing of our clients. providing integrated community services that These changes present practical opportunities strengthen Queensland. for our new department to respond holistically to the needs of Queenslanders. Our Interim Who we are Strategic Framework, released in May 2009, The Queensland Public Service has undergone identifi es our goals: the most signifi cant reform in almost two • for clients — improved wellbeing, safety, decades. The machinery-of-government health and participation of Queenslanders, changes announced on 26 March 2009 are particularly for vulnerable and making it easier for Queenslanders to access disadvantaged people streamlined services that better meet individual • for communities — improved sustainability, and community needs. livability, prosperity and cohesion of The new Department of Communities was Queensland communities established on 26 March 2009 through the • for partners — improved capability, Governor in Council, under the authority of the sustainability and productivity of community Public Service Act 2008 section 14(1) and the and other services and systems in Queensland Government Gazette No. 71. Queensland. Our new department brings together the former The Department of Communities’ new business departments of Communities, Child Safety, model and organisational arrangements will be Housing, Disability Services Queensland, put in place on 3 August 2009. Under the new the Sport and Recreation portfolio, the Offi ce structure we will focus on: for Women and the Indigenous Government • providing seamless services that are better Coordination Offi ce. As part of these changes, matched to client needs by embedding a ‘no Smart Service Queensland was transferred to wrong door’ approach to service delivery the Department of Public Works. • improving services in the tightening fi scal Final reports for the abolished departments, environment which provide an account of their operational • implementing several national partnership and fi nancial performance for 1 July 2008 to agreements under the Council of Australian 26 March 2009, are available at Governments www.communities.qld.gov.au/about/ • improving relationships with stakeholders annual-reports. and partners. The new department combines those areas of government with a community focus and What we do will strengthen Queensland through integrated We are committed to achieving the services. The department is a key contributor Queensland Government ambitions and to social inclusion and community development targets of a fair, healthy, smart and green across Queensland, especially for groups Queensland, as outlined in Toward Q2: such as women, people from culturally and Tomorrow’s Queensland. Diagram 1 on linguistically diverse backgrounds, seniors and page 6 illustrates how we contribute to these older frail people, young people, children and government ambitions and targets.

4 Department of Communities | 2008–09 Annual Report About us

Part 1b.indd 4 12/11/2009 10:22:15 AM We do this by delivering the following services (outputs):

Aboriginal and Torres Strait Islander Services • working with Aboriginal and Torres Strait Islander Queenslanders to affi rm their cultures and reduce the gap in life outcomes and assisting all Queenslanders to benefi t from reconciliation. Child Safety Services • leading the provision of services to ensure the safety of children and young people who have been harmed, or are at risk of harm, enhancing the wellbeing of children in care and administering adoption legislation in Queensland. Community and Youth Justice Services • leading integrated service delivery to support vulnerable individuals, families and communities, providing effective youth justice services and encouraging seniors to participate in their community. Disability, Home and Community Care, and Community Mental Health Services • leading integrated service delivery to assist people with a disability, their families and carers, people with a mental illness and people who are ageing to participate in their community. Housing and Homelessness Services • providing integrated social housing and other housing services to low-to- moderate-income families and individuals and assistance to people who are homeless or at risk of homelessness.

Multicultural Services • leading the promotion of cultural diversity and enhancing community cohesion.

Sport and Recreation Services • encouraging Queenslanders to lead active and healthy lifestyles, from participating in community sport and recreation activities to achieving at elite levels.

Women’s Services • providing strategy and policy coordination and advice to government on issues affecting women in Queensland, with a view to improving women’s social participation and economic security.

We measure our performance against these outputs through performance indicators which we monitor and review regularly to improve our services. Detail about the description of these performance indicators and our actual performance compared with our target in 2008–09 is available on our annual report website www.communities.qld.gov.au/about/annual-reports/2008-09.

About us Department of Communities | 2008–09 Annual Report 5

Part 1b.indd 5 12/11/2009 10:22:15 AM Further information about our systems for service system that delivers better value. Our obtaining information about our fi nancial and strategic directions are detailed on page 8. non-fi nancial performance is detailed on page 145. A strong legislative framework supports our department’s work and is administered to fulfi l Our Interim Strategic Framework defi nes our statutory obligations (more details are the objectives and key priorities for our new contained in Appendix 1). Our work is also department. Our objectives are to provide better supported by robust internal processes, a services and pathways for our clients, support capable workforce and effective management more inclusive, active and safe communities, of resources to help ensure our department’s and create a more sustainable community objectives are achieved. Diagram 1: How we contribute to government ambitions and 2020 targets Our Toward Q2: Tomorrow’s Queensland ambitions and 2020 targets are… Fair — Supporting safe Healthy — Making Smart — Delivering Green — Protecting and caring communities Queenslanders world-class education our lifestyle and • Halve the proportion of Australia’s healthiest and training environment Queensland children people • Three out of four • Protect 50 per cent living in households • Cut by one-third Queenslanders will more land for nature without a working parent obesity, smoking, hold trade, training or conservation and • Increase by 50 per heavy drinking and tertiary qualifi cations public recreation cent the proportion of unsafe sun exposure • All children will have Queenslanders involved • Queensland will have access to a quality in their communities as the shortest public early childhood volunteers hospital waiting times education so they are in Australia ready for school

through the delivery of our outputs… Aboriginal Child Community Disability, Housing and Multicultural Sport and Women’s and Torres Safety and Youth Home and Homelessness Services Recreation Services Strait Services Justice Community Services Services Islander Services Care, and Services Community Mental Health Services which are underpinned by our statutory obligations…

and our objectives… Provide appropriate services and Support more inclusive, active Create a more sustainable, accessible pathways for our clients and safe communities community service system that delivers better value

that are supported by… New organisational Strong governance and Productive relationships A capable workforce arrangements and accountability strong leadership Safe, supportive and fi t- Wise and effective Robust systems and tools for-purpose workplaces investment

6 Department of Communities | 2008–09 Annual Report About us

Part 1b.indd 6 12/11/2009 10:22:46 AM • how we are structured to deliver services About our • how we managed our organisation annual report • our future commitments • our fi nancial position. Our annual report showcases the exceptional work and commitment of approximately This report is prepared on the basis that the 9,700 staff in delivering quality services current administrative arrangements have and support for Queensland’s diverse applied for the whole of 2008–09. It refl ects communities. the structure, operations and performance of the department as it existed on 30 June 2009. Our report is an important part of our corporate governance framework. It refl ects our commitment to accountability and Our environment transparency and enables the Queensland Government, through our Ministers, to assess Factors that impact on our department’s our fi nancial and non-fi nancial performance. delivery of key services include: • increasing demand for community We aim to continuously improve our annual services and facilities from a diverse and report and gladly welcome any suggestions growing client base, comprising some of for improvement. Feedback can be provided the most vulnerable and disadvantaged at www.communities.qld.gov.au/about/annual- Queenslanders reports/2008-09. • increasing client expectations for better access to quality services and pathways Performance assessment through complex service systems The new Department of Communities • population growth and changing continues to meet the commitments made demographics, including changes in family to the community as outlined in the and social structures due to greater mobility superseded strategic plans of the six former and employment patterns departments and offi ces. Our Interim • increasing fi nancial and service delivery Strategic Framework outlines our combined pressure, as well as other challenges commitment to delivering integrated services to the sustainability and performance of to the community. government and non-government service providers To enable our readers to adequately assess • the impact of low levels of physical activity our performance, this report discloses on people’s health, wellbeing and inclusion what we delivered in 2008–09, against in community life the commitments made in the most recent strategic plans for the former departments and • major national reforms with signifi cant offi ces, including: investments and performance commitments agreed to by the Council of • how we complied with legislative Australian Governments. requirements • the challenges affecting our department The global economic downturn may also and how our work addresses these exacerbate some of these factors, as well challenges as impose resource constraints on all levels • whether we achieved what we set out of government and the not-for-profi t and to achieve private sectors. • how we improved our performance from previous years

About our annual report Department of Communities | 2008–09 Annual Report 7

Part 1b.indd 7 12/11/2009 10:22:46 AM In response to these environmental factors, • leading and promoting the recognition of our strategic directions focus on: cultural diversity and enhancing community • providing whole-of-government leadership cohesion in policy and engagement with Aboriginal • promoting and supporting the development and Torres Strait Islander Queenslanders of healthy and socially inclusive at state, regional and local levels to reduce communities through sport and recreation the gap in life outcomes, affi rm their activities, programs and facilities and the cultures and assist reconciliation development of the state’s elite athletes • securing the safety, enhancing the • supporting and promoting the contribution wellbeing and building positive futures for of Queensland women to the vibrancy of vulnerable children through child protection our communities and adoption services • leading the implementation of the Toward • strengthening the self-reliance of Q2: Tomorrow’s Queensland target vulnerable individuals, young people and delivery plan to increase by 50 per cent the families through coordinated and client- proportion of Queenslanders volunteering centred community services in their community. • encouraging seniors’ involvement in their communities through targeted participation programs across the state • holding young people accountable for their behaviour and reducing reoffending through statutory youth justice services and diversionary programs and services • raising community awareness of the experiences of people with disabilities, people with mental illness and people who are ageing and promoting their social and/ or economic participation and inclusion in their communities through integrated support services • supporting vulnerable Queenslanders by providing access to affordable housing and housing-related services

8 Department of Communities | 2008–09 Annual Report Our environment

Part 1b.indd 8 12/11/2009 10:22:46 AM Department of Communities Director-General, Linda Apelt

Message from our Director-General I am proud to present the fi rst annual report In response to pressures on social housing, of the new Department of Communities for we increased by 1.3 per cent the number 2008–09. The formation of the department of social housing dwellings we own or fund. brings together those areas of government As we continued to address homelessness, with a community focus. We are working we provided $72 million to service providers to strengthen Queensland communities across Queensland for crisis and transitional through simpler access to services for clients supported accommodation, outreach with our ‘no wrong door’ approach, more information and referral services and early integrated services for inclusive, active and intervention services. safe communities, and better coordination of grants management, sector development and We made signifi cant progress in improving regulation for our partners. the diversity and quality of placements for children in our care with the recruitment of Closing the Gap on Indigenous 524 new foster and kinship carers (24 more disadvantage than our target) and new therapeutic residential services to support young people in care to Aboriginal and Torres Strait Islander issues overcome trauma. remained an important focus in 2008–09. In partnership with the Commonwealth In terms of disability services, access to Government and the Cape York Institute programs and services has continued to grow. for Policy and Leadership, we commenced Our department and funded non-government the Cape York Welfare Reform Trial. This service providers supported 22,496 people four-year trial supports Indigenous with more than 47,362 instances of service in communities to resume responsibility for Queensland this year – an increase of about community wellbeing. 1,594 people and 3,039 services compared with last year. In November 2008, we launched the Queensland Aboriginal and Torres Strait In partnership with the Commonwealth Islander Foundation, with funding of more Government, we increased the budget for the than $25 million, to increase educational Home and Community Care Program by opportunities for Aboriginal and Torres Strait $39.2 million from 2007–08 to a total of Islander children and young people. $384.3 million. Improved housing assistance in Indigenous Helping Queenslanders in highest need communities also remained a priority, with We are committed to tailoring our services to $48.6 million spent on building, replacing better meet our clients’ needs. This year, we and upgrading dwellings. Maintenance was further progressed Growing Stronger reforms conducted on more than 4,000 dwellings. to improve the delivery of disability services. Supporting vulnerable people and We introduced a new client intake and communities across the state assessment process for housing services which We delivered and funded services which indicates that 92.8 per cent of clients assisted focused on the most vulnerable and with government-managed, long-term social disadvantaged Queenslanders. housing were those on the housing register identifi ed as having ‘very high’ or ‘high’ needs.

Message from our Director-General Department of Communities | 2008–09 Annual Report 9

Part 1b.indd 9 12/11/2009 10:22:46 AM Continuing to focus on early Maintaining high client and stakeholder intervention satisfaction Investment in early intervention programs Surveys, either commissioned by the continued to be a priority. This year, more department or undertaken by others, showed people were supported through disability that the programs we directly deliver are programs which provide early intervention for well received by clients. The Disability and adults and children with a disability, as well as mental health services and carers satisfaction for their families and carers. Family and Early survey 2009 found that, overall, 73 per cent of Childhood Services supported an extra 600 disability and mental health service users and families and the Family Support Program an 66 per cent of disability carers were satisfi ed extra 851 families. with services. We supported people with a mental illness Housing service users’ satisfaction is high, before serious problems developed by with some of the most positive results establishing a program to help them transition achieved in Australia. The Report on from in-patient hospital care to a residential Government Services 2008 showed client environment. satisfaction rates of 75 per cent for Aboriginal and Torres Strait Islander housing, 81 per cent We provided $2.3 million for early intervention for public rental housing, and 79 per cent for and support services across 20 locations for community housing. young people at risk of becoming involved in the youth justice system. The most recent survey of children and young people in foster care, published by Supporting healthy, vibrant and the Commission for Children and Young inclusive communities People and Child Guardian in 2008, showed that 98.9 per cent of young people and We continued to support Queensland 98.2 per cent of children in foster care said communities through targeted campaigns, they felt safe. information and referral services and by funding community projects and events. One Our sport and recreation programs were also such campaign, Find Your 30, helped make well received, with 88 per cent of participants more Queenslanders aware of the need to fi nd satisfi ed with the programs. 30 minutes of physical activity each day and make healthy food choices. Thank you The Offi ce for Women’s website was I thank all staff for their outstanding work expanded with additional information and throughout the past year to ensure our clients service pathways to give Queensland women continue to receive high-quality services. easier access to support, information and I am excited about the creation of a referral options. fresh organisation that will continue to During the year, we also delivered other provide human services that contribute to community projects and events, such as World Queensland’s social development and better Refugee Day and the Queensland Multicultural outcomes for all Queenslanders. Festival to enhance cultural diversity and community cohesion across the state.

Linda A. Apelt Director-General

10 Department of Communities | 2008–09 Annual Report Message from our Director-General

Part 1b.indd 10 12/11/2009 10:22:50 AM Performance overview

What we said we What we achieved What we will do in the future would achieve Aboriginal and Torres Strait Islander Services • Aboriginal and • Implemented the Cape York Welfare • Implement Queensland’s Torres Strait Islander Reform Trial with a range of initiatives commitment to the national Queenslanders have around social responsibility, housing, Indigenous reform agenda to their culture reaffi rmed, education and employment in the four Close the Gap on Indigenous heritage sustained and trial communities of Aurukun, Hope Vale, disadvantage prospects improved Mossman Gorge and Coen • Implement an Urban and • Launched the Queensland Aboriginal Regional Strategy to address and Torres Islander Foundation to Indigenous disadvantage in ensure continuous scholarship funding urban and regional locations for Aboriginal and Torres Strait Islander • Finalise the $55.4 million children and young people commitment to the Indigenous • Commenced the rollout of the four- Wages and Savings Reparations year Queensland Government alcohol Scheme reform initiative in discrete Indigenous • Implement a cross-agency communities approach to ensure all discrete • Led the development of the Queensland Indigenous communities have Government Reconciliation Action Plan place-based, coordinated and 2009–2012 sequenced land development • Established the Queensland Aboriginal and land use programs — and Torres Strait Islander Advisory facilitating the rollout of social Council to provide advice to government housing under the Remote on Indigenous issues Indigenous Housing National Partnership Agreement Child Safety Services • Care options that meet • Improved the diversity of care options • Complete the establishment of the diverse care needs by recruiting 524 new foster and kinship Safe Houses and placement of our clients carers (exceeding our performance services in the Cape, Gulf and • Improved safety and target) and establishing new therapeutic Torres Strait areas to meet the positive futures for residential services in Cairns and needs of Aboriginal and Torres children and young Townsville Strait Islander communities people • Made signifi cant progress towards the • Expand the range and mix of • Collaborative establishment of seven Safe House out-of-home care placements partnerships that services in the Cape and Gulf regions • Partner with the Department facilitate client access to • In a national fi rst, implemented a of Education and Training to support services vocational graduate certifi cate as a enable 150 staff in the child qualifi cation resulting from mandatory protection sector to complete child safety offi cer training the Certifi cate IV in Child, Youth • Worked with our partners to raise the and Family Intervention (Child standard of child protection services Protection) by introducing standardised outputs, performance indicators and performance measures

Performance overview Department of Communities | 2008–09 Annual Report 11

Part 1b.indd 11 12/11/2009 10:22:51 AM What we said we What we achieved What we will do in the future would achieve Community and Youth Justice Services • Individuals, families and • Provided 5,899 Level 1 Redress • Trial a new initiative in communities are better payments totalling $41.3 million to Rockhampton to improve the supported victims of institutional childhood abuse safety and wellbeing of victims • Young people are better and neglect to acknowledge the impact of domestic and family violence supported to have a of past actions by breaking the cycle of violence positive future • Provided 6,455 young Queenslanders • Expand the Cleveland Youth • Seniors more actively with leadership and development Detention Centre to increase participate in the opportunities as part of the Duke of accommodation and provide community Edinburgh’s Award and Bridge Award services to help young people programs get their lives back on track • Received 51,473 calls through • Develop a seniors strategy to the dvconnect services providing better meet seniors’ needs counselling and referral to people • Trial two initiatives to create affected by domestic and family employment opportunities violence, which is 14.4 per cent above for young people at risk of our annual call target reoffending and an Indigenous • Enabled 766 new senior clients (up 32 mentoring service to reduce per cent on last year), who were at risk youth offending of elder abuse and fi nancial exploitation, to receive legal and support assistance Disability, Home and Community Care, and Community Mental Health Services • People with a disability • Through a range of programs and • Continue to build a stronger, have a choice and can services, we supported 6,355 people better disability system through live as independently as with a disability live more independently the Growing Stronger reforms possible • Commenced delivery of specialist • Complete construction of • People with a disability disability services to adults with purpose-designed environments achieve economic intellectual or cognitive disability who at Wacol and in regional participation and social exhibit severely challenging behaviours areas for people with severely inclusion through the Specialist Response Service challenging behaviours, as • Families and carers are • Established the Centre of Excellence for part of the Investing in Positive well supported in their Behaviour Support in partnership with Futures initiative caring role the University of Queensland • Pilot a brokerage model of self- • Older people and people • Provided community support and directed funding for families of with a mental illness community access services to 13,799 children and young people with have choice and can and 10,219 people respectively a disability live as independently as • Provided or funded respite services to • Launch an early intervention possible 5,060 people, achieving a satisfaction initiative to support young rate of 80 per cent people showing the early signs • With the Commonwealth Government, of mental health problems provided $384.3 million, an increase • Establish social enterprises to of $39.2 million from 2007–08, to support employment for people support clients through the Home and with mental illness and people Community Care program having diffi culty gaining and • Launched the Transitional Recovery maintaining employment Program on the Gold Coast to support • Lead and implement the up to 64 people each year with a mental National Community Care illness Reforms, and simplify access to HACC services

12 Department of Communities | 2008–09 Annual Report Performance overview

Part 1b.indd 12 12/11/2009 10:22:51 AM What we said we What we achieved What we will do in the future would achieve Housing and Homelessness Services • Integrated social • Assisted more than 78,000 households • Assist more than 79,000 housing and housing with social housing and, in a year of high households with social housing services delivered to demand, assisted more than 185,000 and almost 177,000 to access or low-income households households to access or remain in remain in private housing for the duration of their private housing • Deliver additional social housing need • Introduced a new process to assess an and improve the amenity of • Low-to-moderate- applicant’s level of housing need and existing dwellings to ensure they income households in determine the most appropriate housing remain available to rent through the private market are assistance, as part of the one social a record capital program of supported housing system reforms $1.447 billion, which includes • Sustainable • Increased social housing stock to funding through the Nation communities 66,369 rental units (through funding of Building and Jobs Plan • Improved homelessness $490 million), an increase of 874 rental • Deliver more than 190 new services units since 30 June 2008 constructions on Indigenous • Completed 54 new constructions in communities, replace two Indigenous communities, replaced 22 dwellings and upgrade more dwellings, upgraded 254 and conducted than 1,300 dwellings maintenance on a further 4,096 • Implement the National • Provided $72 million to 228 service Affordable Housing Agreement providers for crisis and transitional and related partnership supported accommodation, outreach agreements for social housing, information and referral services and homelessness and remote early intervention services Indigenous housing • Approved 45 projects to improve • Implement the National communities within Community Renewal Partnership Agreement on zones Homelessness through the Queensland Implementation Plan, which responds to the goals of the Commonwealth Government’s White Paper on homelessness, including halving overall homelessness by 2020 Multicultural Services • Increased community • Assisted 76 organisations through the • Support government agencies support for cultural Multicultural Assistance Program and community organisations to diversity and community • Conducted the Queensland Multicultural undertake projects that promote cohesion Festival, Queensland Multicultural multiculturalism, improve Awards and Queensland Roars Against community relations and support Racism campaign to promote the people from culturally diverse benefi ts of multiculturalism backgrounds to access services • Promoted effective partnerships • Consult with Queensland’s between government and multicultural community to community organisations to support review and strengthen the multiculturalism, positive community government’s multicultural policy relations and community development

Performance overview Department of Communities | 2008–09 Annual Report 13

Part 1b.indd 13 12/11/2009 10:22:51 AM What we said we What we achieved What we will do in the future would achieve Sport and Recreation Services • Healthy communities • Contributed $24.7 million to support the • Allocate more than $79 million and individuals actively development of sport and recreation to improve sport and recreation participating in sport and programs and services in Queensland facilities, programs and services recreation communities across Queensland to support • Provided access to sport and active healthy lifestyles recreation programs for 60 per cent • Commence phase three of of Queensland schools the Find Your 30 campaign, to • Contributed more than $35 million encourage more Queenslanders to develop and upgrade sport and to be active and make healthy recreation facilities to enable more food choices Queenslanders to get active • Support Stadiums Queensland to • Delivered the Find Your 30 campaign deliver by 2011 the redeveloped to encourage more Queenslanders to Gold Coast Stadium at Carrara pursue physical activity and healthy food • Review sport and recreation choices programs to ensure they • Redeveloped Reid Park in Townsville for are targeted at assisting the inaugural Dunlop Townsville 400 V8 Queenslanders and communities Supercar event in greatest need • Provided support for Queensland • Provide a daily training Academy of Sport athletes at the 2008 environment for elite athletes, Beijing Olympics and Paralympics in including coaching, support Beijing, resulting in QAS athletes winning services and targeted services in 17 gold, 10 silver and 37 bronze medals sports science, in the lead-up to the 2010 Delhi Commonwealth Games Women’s Services • Women shaping, • Continued the Women on Boards • Implement key policy priorities in transforming, accessing initiative to meet the Queensland line with Toward Q2: Tomorrow’s and realising the Government’s commitment that, where Queensland of supporting and benefi ts of the possible, 50 per cent of new board promoting women’s social Smart State appointments are women participation, providing pathways • Continued the Women in Hard for women’s employment Hats initiative to support women’s opportunities, increasing participation in non-traditional industries women’s access to education and training, and improving • Responded to 65,081 information and the conditions of women in the referral requests through the Women’s workforce Infolink helpline and Find-a-Service database • Continue to address ongoing areas of disadvantage and • Partnered with the Offi ce for Regional maintain momentum and and Rural Communities to deliver the capitalise on the success inaugural Rural Women’s Symposium in supporting wormen’s in Roma participation • Delivered Community Leadership • Host the Our Women, Our State seminars to 230 women in fi ve Awards Indigenous communities and 18 Workplace Negotiation seminars • Provide Community Leadership statewide to 218 women seminars and volunteer mentoring programs

14 Department of Communities | 2008–09 Annual Report Performance overview

Part 1b.indd 14 12/11/2009 10:22:51 AM Our performance

In this section we review what we delivered in 2008–09 against the commitments made in the most recent strategic plans for the former departments and offi ces, including how we performed against the measures in our plans. We report on our performance in eight service delivery areas listed below.

Contents Page Aboriginal and Torres Strait Islander Services 16 – 22 Child Safety Services 23 – 33 Community and Youth Justice Services 34 – 47 Disability, Home and Community Care, and Community Mental Health Services 48 – 62 Housing and Homelessness Services 63 – 78 Multicultural Services 79 – 82 Sport and Recreation Services 83 – 89 Women’s Services 90 – 94

Part 1b.indd 15 12/11/2009 10:22:57 AM Aboriginal and Torres Strait Islander Services What we aim to achieve: • Aboriginal Torres Strait Islander Queenslanders’ culture reaffi rmed, heritage sustained and prospects improved.

Our strategic plan performance measures: • number of service delivery initiatives coordinated to address priority issues (page 17)

We are continuing to work towards Closing the Gap to ensure Aboriginal and Torres Strait Islander people have the same advantages as all Queenslanders.

16 Department of Communities | 2008–09 Annual Report

Part 1b.indd 16 12/11/2009 10:23:01 AM Leadership in policy, has committed to the six key Closing the Gap targets and is implementing the national engagement and service Indigenous reform agenda. Seven ‘building delivery coordination blocks’ have been identifi ed to achieve the targets. These are early childhood In 2008–09, we worked in partnership development, education and training, with Aboriginal and Torres Strait Islander healthy lives, economic participation, communities, mayors, representative home environment, safe and supportive bodies and the Commonwealth communities, and governance and leadership. Government to close the gap on We will work with Aboriginal and Torres Strait Indigenous disadvantage. We launched Islander Queenslanders and others to drive a whole-of-government Reconciliation reform in service delivery, infrastructure Action Plan – the fi rst plan of its kind and planning in communities, through in the country, as well as establishing strengthened whole-of-government the Queensland Aboriginal and Torres responses and targeted services that Strait Islander Advisory Council to help are more responsive to the needs of shape government policies and services. community members. In addition, we launched a foundation We have a commitment to publish an annual to provide education scholorships for report on Closing the Gap on Indigenous Indigenous students. disadvantage. The fi rst Queensland Closing the Gap Report 2007–08 was tabled in Closing the Gap Parliament in December 2008. The annual report contains information on the current gap Closing the Gap is about making sure in life outcomes between Indigenous and Aboriginal and Torres Strait Islander non-Indigenous Queenslanders, the Queenslanders have the same opportunities Queensland Government’s strategies for Closing and life outcomes as other Queenslanders. the Gap and achievements during 2007–08. It focuses on six key targets across health, education and employment. Closing the Gap Educational opportunities in Indigenous disadvantage will require a long-term, generational commitment across We launched the Queensland Aboriginal these strategic areas to create the ‘building and Torres Strait Islander Foundation blocks’ for long-term sustained change. in November 2008 to provide a secure funding source for Indigenous bursaries and As a member of the Council of Australian scholarships.The foundation was established Governments, the Queensland Government with funding of $10.8 million from the former

Table 1: Performance measure

Number of service delivery initiatives coordinated to address priority issues 2004–05 2005–06 2006–07 2007–08 2008–09 Target NA1 NA1 NA1 50 50 Result NA1 NA1 NA1 29 53 53 service delivery initiatives were coordinated, exceeding our target by three. Notes: NA = Not applicable. 1. This measure was introduced in 2007–08, therefore no target or data is available before 2007–08.

Aboriginal and Torres Strait Islander Services Department of Communities | 2008–09 Annual Report 17

Part 1b.indd 17 12/11/2009 10:23:03 AM Aborigines Welfare Fund and $15 million healthy food for Indigenous communities at from the Indigenous Wages and Savings affordable prices. We have six retail stores Reparations Scheme. in the remote Indigenous communities of Palm Island, Woorabinda, Lockhart River, Income generated from the foundation is Doomadgee, Kowanyama and Pormpuraaw. distributed annually under the terms of the These ‘not-for-profi t’ organisations provide food Trust Deed as recommended to the Public and essentials, including ‘electrical appliances’, Trustee by a Board of Advice. The Public furniture and drapery to the communities. Retail Trustee has appointed a diversely skilled stores are primarily self-funded from trading board comprising chairperson Professor Cindy activities. Any surplus is reinvested within the Shannon, Leann Wilson, Sione Fa’Aoso, community via the capital works program, Kerrin Anderson, John Goddard, which ensures the asset base can meet Dr Nereda White and Thelma Gertz. trading requirements. The foundation has launched its Queensland We built a new retail store and bulk storage Certifi cate of Education Scholarship Support facility in Lockhart River at a cost of about program with $1 million in funding to increase $6.4 million and continued refurbishment of the number of Aboriginal and Torres Strait the existing retail store at Palm Island for Islander students achieving senior school about $1.4 million. qualifi cations. Successful schools will receive scholarship support for two years to enable In 2008–09, our department spent selected Aboriginal and Torres Strait Islander $61.7 million to improve housing assistance students starting Year 11 in 2010 to complete provided by Indigenous councils in discrete their secondary education. communities. This investment in social housing plays a signifi cant role in generating Promoting employment job opportunities and contributing to the communities’ future economic growth. See We operate retail stores to promote local page 67 and 68 for more information on employment, skills development and to provide housing services in Indigenous communities.

Linking Elders across the region

Elders from Hervey Bay and Bundaberg re-established old ties with the help of staff in the Wide Bay Burnett Region. During NAIDOC Week, staff member Reggie organised for Indigenous Elders from Hervey Bay’s Kalang Respite Care Centre to travel to Bundaberg to join the Bundaberg Region Council of Elders Woorabar for their special NAIDOC luncheon. ‘It proved to be a great opportunity for the Elders to share stories, reminisce and discuss issues affecting seniors,’ Reggie said. Such was the success of the event, and so inspired was Reggie by the Bundaberg Elders, he’s set up an ongoing link between the two groups. Indigenous regional liaison offi cer Reggie (right) and helper The Bundaberg Elders are an active bunch, taking part in weekly Susan cooking lunch at the fi rst luncheons organised by Home and Community Care, as well as exchange between Hervey Bay monthly excursions. and Bundaberg Elders.

18 Department of Communities | 2008–09 Annual Report Aboriginal and Torres Strait Islander Services

Part 1b.indd 18 12/11/2009 10:23:04 AM Administering reparations personal and community information collected by the department and its predecessor The Queensland Government made a agencies. This information assists Aboriginal reparation offer regarding wages and savings and Torres Strait Islander Queenslanders to to Aboriginal and Torres Strait Islander trace their families and communities. This Queenslanders. This offer recognised unfair service is in line with recommendation 53 of controls over many Aboriginal and Torres the Royal Commission into Aboriginal Deaths Strait Islander Queenslanders’ wages and in Custody and recommendations 21 to 29 of savings from the 1890s to the early 1970s. the Bringing Them Home Report. This offer, known as the Indigenous Savings and Reparations Scheme, was fi rst During 2008–09, we received 2,532 requests distributed in 2002. for individual, family and community history information and fi nalised 2,405 requests. In March 2008, the Queensland Government Of these fi nalised requests, more than 1,900 offered a second round of payments to provided the necessary information to enable claimants who were successful in the fi rst former dormitory residents to be assessed round. As at 30 June 2009, we completed under the Redress Scheme. 86 per cent of these claims, with 4,782 payments totalling $11.7 million. In August Engaging and negotiating 2008, the Queensland Government extended the reparations offer to new claimants. We Advisory Council received 1,019 new claims for the reopened The Queensland Aboriginal and Torres Strait reparations process. As at 30 June 2009, 145 Islander Advisory Council was launched in of these new claims were assessed as eligible February 2009 to advise the Queensland and 115 payments (totalling $0.7 million) had Government on practical strategies and been made. partnerships to help meet targets for both All claims will be fi nalised before Closing the Gap and Toward Q2: Tomorrow’s 31 December 2009. Queensland. The council consists of people who, collectively, have tremendous knowledge Celebrating NAIDOC Week and experience, strong networks and are respected members of their communities. NAIDOC Week celebrations were held across the state in July 2008 to acknowledge The council played a key role in fi nalising the Aboriginal and Torres Strait Islander history, recently launched Queensland Government culture and achievements. NAIDOC Week Reconciliation Action Plan 2009–2012 and raises awareness and understanding of provided a submission to the Queensland Indigenous Australian cultures within the Parliament’s Law, Justice and Safety Committee broader community. on the development of a preamble for the Queensland Constitution recognising Aboriginal We allocated funds for activities, such as and Torres Strait Islander Queenslanders. See the NAIDOC Family Fun Day at Musgrave page 116 for more information. Park in Brisbane, and events in each of the department’s regions, with an emphasis on Negotiation tables local stakeholder organisation and participation In our engagement with Aboriginal and and a statewide promotional campaign. Torres Strait Islander community leaders, organisations and representatives and Providing records Queensland and Commonwealth Government We provide Aboriginal and Torres Strait agencies, we use negotiation tables to assist Islander Queenslanders with access to Indigenous communities and all levels of

Aboriginal and Torres Strait Islander Services Department of Communities | 2008–09 Annual Report 19

Part 1b.indd 19 12/11/2009 10:23:09 AM government to agree on priority actions The department supported the company and targets. in a number of ways, including to administer diversionary, support and alcohol Negotiation tables were held in more than management services, sponsor local 30 communities, including Aurukun, Bamaga, events and facilitate local business Barcaldine, Bowen, Brisbane (northern opportunities and partially set up the suburbs), Bundaberg, Cherbourg, Coen, Safe Havens initiative. Cunnamulla, Hervey Bay, Hope Vale, Injinoo, Kowanyama, Kuranda, Laura, Lockhart River, Reconciliation in action Mapoon, Mornington Island, Mossman Gorge, Napranum, New Mapoon, Normanton, Palm In June 2009, we launched the Queensland Island, Pormpuraaw, Rockhampton, Sarina, Government Reconciliation Action Plan Seisia, St George, Umagico, Woorabinda, 2009–2012, which is framed around the Wujal Wujal and Yarrabah. Reconciliation Australia objectives of relationships, respect, opportunities and In 2008–09, our negotiation tables brought accountability. This is the fi rst whole-of- together government and community decision- government reconciliation action plan in makers to achieve the: Australia and sets out a committed and • establishment of a youth justice service coordinated approach to reconciliation for all at Cherbourg Queensland Government agencies. • negotiation of resources to upgrade the barge ramp in Pormpuraaw The plan contains 20 initiatives and is consistent with Queensland Government • facilitation of the donation of books to commitments under the Council of Australian the Kowanyama School as part of a reading Government’s national Indigenous reform program agenda, including Closing the Gap targets. • establishment of a modern guesthouse The plan was developed in consultation facility in Doomadgee. with all government agencies and with a selection of non-government Indigenous and Palm Island partnership non-Indigenous reviewers. It has also been The not-for-profi t Palm Island Community reviewed by the Queensland Aboriginal and Company is a partnership between the Torres Strait Islander Advisory Council. All Palm Island Aboriginal Shire Council, the agencies are required to report the progress Palm Island Community and Queensland of their Reconciliation Action Plan activities as Government. Of the 26 employees, 20 are part of their annual reports and a public report local residents of Palm Island. will be released in 2012.

Table 2: Performance measure Level of key stakeholder satisfaction with the department’s facilitation and engagement with Aboriginal and Torres Strait Islander Queenslanders 2004–05 2005–06 2006–07 2007–08 2008–09 Target NA1 NA1 NA1 60% 60% Result NA1 NA1 NA1 86.6% 84.2% A total of 84.2 per cent of stakeholders are satisfi ed with our facilitation and engagement through negotiation tables. Notes: NA = Not applicable. 1. This measure was introduced in 2007–08, therefore no target or data is available before 2007–08.

20 Department of Communities | 2008–09 Annual Report Aboriginal and Torres Strait Islander Services

Part 1b.indd 20 12/11/2009 10:23:13 AM Targeting disadvantage Torres Strait Islander communities through the misuse of alcohol and other substances. Partnerships in Cape York An intensive and sustained program of action We implemented the Cape York Welfare across four key areas includes strengthening Reform Trial to address dependence on supply restrictions, demand reduction, the welfare and to assist Indigenous communities individual, family and community and service to resume responsibility for community delivery. wellbeing. We are targeting school In 2008–09, we commenced the rollout of attendance, child safety, alcohol and drug the $66.4 million alcohol reform initiative in abuse, gambling addiction, family violence discrete Indigenous communities by: and tenancy management. The trial closely links with the commitments in the Queensland • supporting strengthened legislation to Indigenous Alcohol Reform Package, address alcohol-related harm in discrete including service system reform. Aboriginal and mainland Torres Strait Islander communities The trial is being implemented in conjunction • undertaking extensive consultation to with other state government agencies, the identify service delivery requirements to Cape York Institute for Policy and Leadership assist communities to ‘go drier’ and the Commonwealth Government in the • establishing wellbeing centres, in four trial communities of Aurukun, Hope Vale, partnership with the Commonwealth Mossman Gorge and Coen. Government, to deliver support services, The trial, which is operating from 2008 to including drug and alcohol, and general 2012, includes initiatives around housing, counselling services education, economic opportunity and social • establishing a residential rehabilitation responsibility. The key initiative is the Family program in Pormpuraaw, clinical Responsibility Commission which was detoxifi cation programs to service established in July 2008 and is led by a former Mossman Gorge, Woorabinda, Cooktown, senior magistrate. Weipa, Townsville and Palm Island, and services offering positive diversion We appointed 23 local commissioners in activities, including a community hub in 2008–09 from the four trial Indigenous Cherbourg communities. The commission works with • establishing new services responding welfare recipients and other local community to public intoxication, including a members, through notifi cations and sobering-up centre at Woorabinda conferences, to restore social norms and and community patrols in, Cherbourg, Indigenous authority. Doomadgee and Mornington Island. In 2008–09, the Family Responsibility Commission organised 951 conferences Promoting alternatives with individuals and made 616 referrals to In 2008–09, $4.2 million was available community support services, such as school for activities to reduce the demand for attendance case managers, drug and alcohol alcohol and drugs in discrete Indigenous counselling and domestic violence and anger communities, as well as Mount Isa, Cooktown management counselling. and Normanton. These activities help young people to access sport, recreation, arts and Targeting substance abuse other cultural events and to bring people We continue to work towards reducing the together without alcohol and drugs and build a harm caused in Aboriginal and mainland safe and healthy community.

Aboriginal and Torres Strait Islander Services Department of Communities | 2008–09 Annual Report 21

Part 1b.indd 21 12/11/2009 10:23:13 AM Specifi c events included: and Ipswich, and a part-time service • workshops to support local people to in Innisfail produce media resources addressing • two community patrol services to provide drug and alcohol issues in Kowanyama, outreach support, transport and referral Lockhart River, Napranum, Palm Island and services. Pompuraaw We also continued the pilot of the • a family fun day in Yarrabah to promote Queensland Indigenous Alcohol Diversion healthy lifestyles and increased Program in Cairns, Townsville and participation in sport and recreation Rockhampton (see page 71). • an oral histories project to support young people to capture, display and promote local stories in the community in Kowanyama, Lockhart River, Pompuraaw, What we will do in the future Wujal Wujal, Cherbourg and Aurukun In 2009–10, we will: • a music club in Bamaga to provide weekly music training and tuition for young people • continue to Close the Gap on Indigenous as a positive diversionary activity. disadvantage and to meet six key targets across health, education, economic Addressing public intoxication participation, housing and early childhood development In 2008–09, $13.3 million was made available for services to respond to public intoxication • implement a cross-agency approach to issues. ensure all discrete Aboriginal and Torres Strait Islander communities have place- Our response included: based, coordinated and sequenced land • addressing volatile substance misuse development and land use programs — by funding services that focus on young facilitating the rollout of social housing people in Cairns, Townsville, Rockhampton, under the Remote Indigenous Housing Mount Isa, Caboolture, Brisbane and Logan National Partnership Agreement • management of public intoxication • fi nalise the $55.4 million commitment programs in nine locations, including the to the Indigenous Wages and Savings Gold Coast, Cairns, Ipswich, Brisbane Reparations, ensuring all eligible claims Sunshine Coast, Rockhampton, Townsville, are paid Mornington Island and Woorabinda • continue to implement the Cape York • fi ve diversionary centres to provide a safe Welfare Reform Trial place for intoxicated people to sober up, as • continue to oversee the implementation an alternative to police custody of the Queensland Government • seven cell visitor services to support Reconciliation Action Plan 2009–2012 and Indigenous people who are in police coordinate the annual report regarding the custody, particularly for offences relating plan’s status. to public intoxication. These services are located in watchhouses in Cairns, Townsville, Palm Island, Mount Isa, Mackay, Rockhampton and Brisbane. On-call services also operate in watchhouses in Redcliffe, Sandgate, Petrie, Caboolture, Cleveland, Beenleigh, Inala

22 Department of Communities | 2008–09 Annual Report Aboriginal and Torres Strait Islander Services

Part 1b.indd 22 12/11/2009 10:23:13 AM Child Safety Services What we aim to achieve: • care options that meet the diverse needs of our clients • improved safety and positive futures for children and young people • collaborative partnerships that facilitate client access to support services. Our strategic plan performance measures: • number of children placed in culturally appropriate care (page 27) • number of children in placements that suit their individual needs (page 24) • number of children and young people who have experienced three or fewer placements during their time in out-of-home care (page 25) • number of foster carers recruited (page 26) • satisfaction of foster and kinship carers with the support we provide them (page 27) • number of children placed away from home saying they feel safe in their current living environment (page 28) • number of children continuing to live safely in the family home (page 29) • number of children and young people who were placed away from home and are safely reunifi ed with their families (page 29) • number of children and young people who return to the child protection system (page 46) • number of young people who have ‘transition from care’ plans (page 29) • satisfaction of children and young people with their participation in case plan development (page 29) • placement of children requiring adoption with suitable adoptive families (page 30) • satisfaction of non-government partner organisations with the partnership arrangements with the department (page 31) • existence of a more integrated whole-of-government approach to child protection, including increased referrals to the Evolve program and Referral for Active Intervention (page 32) • number of non-government services licensed (page 142)

Child safety offi cer Gerard has been working in the Doomadgee community and surrounding regions since early 2008 and fi nds his job rewarding.

Department of Communities | 2008–09 Annual Report 23

Part 1b.indd 23 12/11/2009 10:23:16 AM Placements for children supportive environment for young people in care. We purchased a house in Mount in our care Isa to use as a small group home and have In 2008–09, we made signifi cant progress identifi ed an existing dwelling in Burpengary. Building sites have been acquired in Upper to improve the diversity and quality of Coomera, Toowoomba and Loganlea for placements for children. To meet the rising further residential placements. demand for placements, we recruited 524 new foster and kinship carers (exceeding our target) and established new therapeutic residential services in Cairns Graph 1: and Townsville to support young people in Percentage of children and young people care to overcome trauma. exiting home care after 12 months or more who have experienced three or fewer placements(1,2) 100% Improving placements 91% If children, for their own safety, need to be removed from their parents, we provide and 82% fund a range of out-of-home care services. 73% Our goal is to place children and young people in culturally appropriate care and in 64% placements suited to their individual needs. 55%

The number of children living away from home 46% over the past fi ve years has risen from 5,657 76.4 % 68.5 % 68.6 % 66.1 % 64.7 % as at 30 June 2005 to 7,590 as at 30 June Percentage of children 37% 2009 (see Table 3 on page 25). Of these, 28% 6,649 were in home-based care with a foster or kinship carer, 444 were in residential care 19% and 497 were in other placements. 10% 2004–05 2005–06 2006–07 2007–08 2008–09

Expanding options We continue to try to reduce the number of placements. Providing more diverse placement options helps us to ensure that more children are in Notes: placements that suit their individual needs. 1. Counts all children who exited an out-of-home care placement with a foster carer, kinship carer, To improve the diversity of placements, provisionally approved carer or residential care service during the period. Exited care is defi ned as we established new therapeutic residential children who left out-of-home care in the period and services in Cairns and Townsville where staff did not return within two months. Children who exited work with young people to help them deal with out-of-home care more than once during the year are counted only once, irrespective of the number of and overcome the trauma and behaviours times they exited. resulting from abuse. We also began 2. From 2005–06, this measure was expanded to include constructing a therapeutic residential service instances involving a change in a child’s location, at Goodna. but where the carer approval and/or placement type remained the same. This more accurately refl ects the We completed modifi cations on a small group number of different placements for each child while in home in Mackay which began operating out-of-home care. As a result, fi gures from 2005–06 are not directly comparable with those for previous years. in March 2009 and provides a safe and

24 Department of Communities | 2008–09 Annual Report Child Safety Services

Part 1b.indd 24 12/11/2009 10:23:19 AM Improving stability people who exited care in 2008–09 experienced three or fewer placements while in out-of-home We aim to minimise the number of placements care (see Graph 1 on page 24). This was similar experienced by each child in our care. to 2007–08 with about 66 per cent. However, multiple placements occur for a variety of reasons, such as to achieve better To improve direct care workers’ capacity to child-family compatibility or to place a child in provide therapeutic care, we established a longer-term arrangement. placement services units in each of our regions to better match carers to children, Almost 65 per cent of children and young and improve placement stability.

Table 3: Number of children living away from home according to their primary placement type(1, 2) 2004–05 2005–06 2006–07 2007–08 2008–09 Indigenous Home-based 1,268 1,540 1,691 2,002 2,346 care3 Residential4 7375883135 Other5 NA 127 185 189 207 Total 1,275 1,704 1,934 2,274 2,688 Non-Indigenous6 Home-based 4,328 4,406 3,936 4,282 4,303 care3 Residential4 54 188 287 303 309 Other5 NA 356 336 275 290 Total 4,382 4,950 4,559 4,860 4,902 All children Home-based 5,596 5,946 5,627 6,284 6,649 care3 Residential4 61 225 345 386 444 Other5 NA 483 521 464 497 Total 5,657 6,654 6,493 7,134 7,590 We are supporting a growing number of children in out-of-home care. Notes: NA = Not applicable. 1. Counts the number of individual children living away from home as at the last day of the reference period. 2. Previously fi gures included children placed with approved foster carers, kinship carers, provisionally approved carers and residential care services only. From July 2006, fi gures also include hospitals, Queensland youth detention centres, independent living and all other placements. Reporting this way provides a more complete picture of the number of children living away from home with whom the department has contact. 3. Home-based care includes placements with an approved foster carer, approved kinship carer or a provisionally approved carer. 4. Before 2006, fi gures only included a limited range of residential care services and did not include children in Transitional Placement-funded placements. 5. Other includes hospitals, independent living and all other placements. 6. Includes non-Indigenous children and those whose Indigenous status is unknown or not stated.

Child Safety Services Department of Communities | 2008–09 Annual Report 25

Part 1b.indd 25 12/11/2009 10:23:19 AM Strengthening families the True Cost of Care Project and annual indexation of the carer allowance to the We support children through Family consumer price index. Intervention Services which aim to improve We provided a total of $160.1 million in carer family resilience and functioning. allowances and for child-related costs. We These services help parents develop practical also provided $45.9 million to non-government skills to care for their children and improve service providers to provide more than 3,600 the safety of the family home environment foster and kinship care placements and 303 where ongoing intervention is required by specialist foster care placements to children in the department. These services, delivered by out-of-home care. our non-government partners, also support We acknowledged the value of carers through the reunifi cation of children with their families the Foster and Kinship Carer Excellence following statutory intervention. Awards and the statewide Foster and Kinship In 2008–09, we allocated $14 million to fund Care Week activities and events. 35 non-government service providers to deliver Family Intervention Services across 524 new carers the state. About 1,200 families were provided Through the Foster and Kinship Carer with practical, intensive support, such as recruitment campaign, we recruited an managing a budget, preparing healthy meals, additional 524 new carers, exceeding the establishing routines and setting guidelines in target of 500, to improve placement options the home. for children in care. Supporting carers Of the new carers recruited, 35 identifi ed as Aboriginal and/or Torres Strait Islander, 29 To help our carers achieve the best outcomes of whom were approved as general foster for children in their care, we increased carer carers and six as kinship carers. This brought payments in line with recommendations of the total number of carers across the state

An open letter from Debbie, a foster carer

‘I am a foster mother and I wholeheartedly encourage others to take the plunge into foster care. For my husband and I, it was life-changing. We both had our share of turmoil and tragedy in our lives, yet we had managed to raise fi ve of our own children. They have grown into wonderful adults with lovely partners and families of their own. So we decided we wanted to open our arms, our hearts, our home and our family to a child in need. For the fi rst few weeks of caring, we fell exhausted into bed and thought “what have we done?” However, we wouldn’t be without them. We have two children in long-term care. They give us so much love, laughter and happiness. We have absolutely no regrets, our life is so full. Become a foster parent!’

26 Department of Communities | 2008–09 Annual Report Child Safety Services

Part 1b.indd 26 12/11/2009 10:23:19 AM Being a carer is good for your soul and wonderful for a child in need.

to 4,082, comprising 2,681 approved foster As at 30 June 2009, the number of Aboriginal carers, 1,114 approved kinship carers and and Torres Strait Islander children in out-of- 287 provisionally approved carers. home care who were placed with kinship or Indigenous carers was 58.2 per cent. While By creating a larger and more diverse pool of this did not meet the performance target carers, we are better able to fi nd the ‘best fi t’ of 61 per cent, it was an increase of for children in care and reduce the number 1.5 percentage points since 30 June 2008 of placements for each child and the ratio (see Table 4). of children to carers. Creating a larger pool of carers also helps to reduce the demands To make placements and services more on existing carers, thereby improving their culturally appropriate, we are establishing seven satisfaction with our services. Safe House services in Queensland’s remote Indigenous communities. We have secured Culturally appropriate care land, obtained capital works and grant funding and developed policy and service models. Research shows the importance of supporting Indigenous children to maintain links to their Each Safe House service will provide up to six cultural background. We, therefore, strive emergency and short-term placements in a to place Indigenous children with their kin, fully supervised residential care setting in the an Indigenous foster carer or Indigenous community, enabling children who require an residential service, or a non-Indigenous foster out-of-home placement to remain connected carer who is committed to ensuring the child to their community, while assessment and maintains links with their culture and family. consultation are undertaken. Each Safe House

Table 4: Performance measure

Percentage of Indigenous children living away from home, by relationship of carer(1,2,3) 2004–05 2005–06 2006–07 2007–08 2008–09 Placed with kinship or Indigenous carer Indigenous relative/kin 26.9% 25.7% 22.9% 19.% 23.8% Non-Indigenous relative/kin 9.0% 12.5% 9.5% 7.9% 10.7% Other Indigenous caregiver 28.7% 25.4% 25.7% 29.3% 22.8% Indigenous residential care services 0.2% 0.6% 0.3% 0.4% 1.0% Total 64.8% 64.1% 58.5% 56.7% 58.2% Not placed with kinship or Indigenous carers Other non-Indigenous caregivers 34.8% 34.1% 38.5% 39.8% 37.3% Non-Indigenous residential care services 0.4% 1.8% 3.0% 3.5% 4.5% Total 35.2% 35.9% 41.5% 43.3% 41.8% Of the Aboriginal and Torres Strait Islander children in out-of-home care, 58.2 per cent were placed with kinship or Indigenous carers, an increase of 1.5 percentage points since 30 June 2008. Notes: 1. Percentages may not add to total due to rounding. 2. Counts all Indigenous children in out-of-home care placed with an approved foster carer, approved kinship carer, provisionally approved carer or a residential care services. 3. Carers are counted as Indigenous where one or more carers in the family identifi es as an Aboriginal and/or Torres Strait Islander person.

Child Safety Services Department of Communities | 2008–09 Annual Report 27

Part 1b.indd 27 12/11/2009 10:23:19 AM service will also have an attached family new streamlined Child Safety Practice Manual support service to help families in remote which documents child protection policy and communities overcome the issues impacting procedures. We upgraded sections relating to on the safety of their children. matters of concern for children in out-of-home care, case planning, information gathering We also expanded the pool of Indigenous and recording, reporting to the Queensland carers by approving an additional 35 Aboriginal Police Service and responding to the needs of and Torres Strait Islander carers, bringing the unborn children. total number of Indigenous carers to 570. We also increased support for frontline staff by appointing specialist positions, including What we will do in the future court coordinators, family group meeting convenors, placement offi cers and business In 2009–10, we will: support offi cers. These staff work with child • have six Safe House services fully safety offi cers and/or families to improve operational (one from a temporary the quality of case planning, ensure that facility in Napranum) to provide up to 36 children’s best interests are paramount in additional placements for children and the case management process, maintain family support services in Indigenous accurate records and provide quality communities business services. • expand the range and mix of out-of- home care placements through a funding Children report feeling safe increase of $25.3 million • directly manage placements locally Data from the Commission for Children and through seven recently introduced Young People and Child Guardian shows placement services units, with that in 2008 (the most recent data available) standardised procedures and tools across 98.2 per cent of children and 98.9 per cent of the state. These services will provide young people in foster care reported feeling more appropriate matching of children to safe. This is consistent with results from 2006. placements and an improved relationship with carers and funded agencies. Adoption services We conducted statewide public consultation seeking feedback from key stakeholders Our practice and the community, following the release in July 2008 of the Future Adoption Laws In 2008–09, we improved our practice by for Queensland policy paper and the updating and streamlining resources to Balancing Privacy and Access Adoption help staff support clients, and completed consultation paper. a statewide public consultation process Feedback from the consultation has informed on adoption reforms to inform the the development of the Adoption Bill 2009, development of the Adoption Bill 2009. which aims to introduce major reform in Queensland’s adoption law and practice, Child safety services including open adoption, adoption orders made by a court, changes to eligibility criteria To improve accountability and assist child and increased access to identifying adoption safety offi cers to provide consistent and high- information coupled with increased privacy quality child protection services, we released a measures.

28 Department of Communities | 2008–09 Annual Report Child Safety Services

Part 1b.indd 28 12/11/2009 10:23:22 AM We also led the development of reforms to successful completion of all program tasks the legal framework surrounding surrogacy. and activities and 103 children were actively Responsibility for surrogacy legislation was engaged with the program. transferred to the Department of Justice and Attorney-General in May 2009. Improving transition from care Supporting families We developed a number of resources and revised the Child Safety Practice Manual to Our goal is to support more children to streamline our case planning practices so that continue to live safely in the family home, we can better manage and assist children and and to safely reunify children living away young people who are either returning home from home with their families. or leaving our care to move on to independent living. Our One Chance at Childhood initiative supports this goal. Through this initiative, To ensure that young people are effectively specialist staff provide and coordinate supported during their transition from care intensive support to parents of babies and into adulthood, our staff help them to identify toddlers where reunifi cation has been goals that maximise their life opportunities and identifi ed as the case plan goal. For babies choices and to plan the appropriate level of and toddlers who cannot be safely reunifi ed help to achieve these goals. with their parents, staff fi nd safe, nurturing and long-term stable placements. We allocated $0.5 million to Life Without Barriers for a pilot project supporting 90 As at 30 June 2009, 431 babies and toddlers young people to plan their transition from had been referred to the initiative. Of those care. Young people in Beenleigh, Logan referred, 239 cases had been closed after and Goodna were supported to access

Family group meetings make a difference

Our frontline staff work long hours and make tough decisions, but their work makes a real difference to vulnerable children and families across the state. Tricia meets with families in the Maryborough region to develop a case plan when a child or young person is in need of protection. These meetings give families an opportunity to be involved in decisions about their child and to build on strengths and resources within the family, cultural community and wider community. ‘Facilitating family group meetings is especially satisfying when you are able to create opportunities to assist families develop a positive working relationship with their child safety offi cer and know that families are able to develop their own strategies for change,’ said Tricia. ‘Success is more likely when families choose to make changes rather than because the department has told them to.’

Tricia (right) won a Quality Practice Award in the Specialist Position category in 2008.

Child Safety Services Department of Communities | 2008–09 Annual Report 29

Part 1b.indd 29 12/11/2009 10:23:22 AM suitable education, training, employment, Local adoptions housing and health services. This service is In 2008–09, we facilitated 19 general funded in partnership with the Department children’s adoption orders for children of Employment, Economic Development and in Queensland from birth to two years. Innovation under the Participate in Prosperity This compares with 14 general adoptions program. in 2007–08. A review of the existing transition from care We facilitated the adoption of two special-needs policy and procedures is expected to deliver children over two years old with physical and/ further improvements in case planning and support to young people leaving our care. or intellectual disabilities, medical conditions or children from particular cultural backgrounds or Valuing participation complex social backgrounds who were unable to be placed through the General Children’s To maximise children’s opportunities to have Adoption Program. This compares with four their views considered when decisions are special-needs adoptions in 2007–08. being made about their lives, we launched an information kit for children and young people We also facilitated the adoption of 22 children in care. by step-parents or other relatives. This compares with 21 in 2007–08. The kit, which features easy-to-read language and is appealing to children and young Inter-country adoptions people, includes useful information about Waiting times for overseas adoptions are family group meetings, case plans, education increasing due to a rising number of prospective support plans, child health passports, adoptive parents seeking to adopt overseas transition from care, matters of concern and complaint handling. children, as well as a global trend towards local adoptions, with children being placed within The kits will help children and young people their own country as a fi rst priority. to feel empowered during their time in care and increase their satisfaction with their During 2008–09, 49 fi nal adoption orders case plan. were made for children born overseas and placed with Queensland families, including Our adoption services 15 children for whom orders were made overseas. This compares with 51 fi nal Our department is the only agency able to adoption orders in 2007–08 for children arrange adoptions on behalf of Queensland placed with Queensland families, including families. We provide services for: six children for whom orders were made • parents considering adoption as the best overseas. means of securing their children’s long- term care and wellbeing In 2008–09, 50 children entered Australia with their Queensland families on an interim • people who wish to adopt a child from order or under post-placement supervision. within Queensland or from another country At 30 June 2009, eight couples were waiting • post-adoption services for adoptive to travel overseas to take custody of their families, birth parents and adult adopted children. This compares with 48 children people. entering Australia on an interim order or under We have policies and processes to ensure post-placement supervision in 2007–08 and that children requiring adoption are placed eight couples waiting to travel overseas to with suitable adoptive families. take custody of their children.

30 Department of Communities | 2008–09 Annual Report Child Safety Services

Part 1b.indd 30 12/11/2009 10:23:30 AM Post-adoption services staff make about Aboriginal and Torres Strait Islander children In 2008–09, we received 1,116 applications for adoption information for adults seeking • support services that provide services and information, compared with 769 applications in assistance to children, young people and 2007–08. Of these, 684 were applications for families, such as intensive family support identifying information, 119 for non-identifying and counselling information and 313 generic requests for post- • networks and peak bodies that collaborate adoption services. with the department to provide advocacy, advice and input to policies and practice As at 30 June 2009, we were managing 2,999 systems. objections preventing the release of identifying information or request for no contact from To build the capacity of our partners in a birth relative. This compares with 3,042 the non-government sector and increase objections at the same time last year. satisfaction with our partnerships, we made learning materials and curriculum available to the sector for the Certifi cate IV in Community Services (Protective Care) program. This What we will do in the future program will enable staff of non-government In 2009–10, we will: organisations to make better decisions on how • fund a new service providing a free to protect Queensland’s children. telephone helpline and face-to-face We were recognised for this work as fi nalists counselling for people considering seeking in the Partnership and Reconciliation category adoption information and how they might of the 2008 Premier’s Awards for Excellence make contact. in Public Sector Management. We also worked closely with the Department of Education and Training, the Health and Our partnerships Community Services Workforce Council and other key partners to develop and implement In 2008–09, we worked with our partners the Child Protection Skills Formation Strategy. to raise the standard of child protection services provided by the non-government This strategy brought together stakeholders from government, community and the non- sector. We also provided signifi cant government sector to discuss workforce training resources to the sector, for which attraction, retention and development we were recognised as fi nalists in the issues. The strategy will help the health and Premier’s Awards for Excellence in Public community services workforce to attract and Sector Management. retain more workers to meet the growing client base. Improving child protection High-quality services Our department works with: We developed standardised outputs, • non-government placement services that performance indicators and measures for all help fi nd accommodation and support for service agreements to ensure our partners children unable to live at home deliver high-quality placements and services. • Indigenous recognised entities (Aboriginal and Torres Strait Islander organisations) The standardised requirements will clarify our that participate in signifi cant decisions our expectations and performance standards,

Child Safety Services Department of Communities | 2008–09 Annual Report 31

Part 1b.indd 31 12/11/2009 10:23:30 AM thereby increasing the standard and quality of We also worked closely with the Queensland services provided to children and young people. Police Service on timely responses to matters arising after-hours and to conduct joint Integrated approach investigations into child protection issues that may be criminal offences. Police offi cers We partner with other Queensland also supported our staff in threatening or Government agencies to ensure a more dangerous situations, such as when parents integrated whole-of-government approach to become agitated over decisions we make to child protection issues. secure their children’s safety. We worked with the Department of Education and Training to provide children in care with Nurturing health and wellbeing education support plans that identify a child’s In December 2008, the Australian Health needs for academic achievement, educational Ministers Council agreed to investigate the participation and wellbeing and developing health needs of children in out-of-home care goals, as well as strategies to respond to and to determine if a dedicated Medicare Item these needs. The child’s school principal (or a Number is required to provide funding for delegated offi cial) is responsible for monitoring medical assessments for all children entering the development and implementation of the out-of-home care. plans. In addition, our department streamlined its We collaborated with Queensland Health and Child Health Passport procedures so they can the Department of Education and Training to provide Evolve Interagency Services for be completed more effi ciently. The child health children requiring mental health support passport records a child’s or young person’s and behavioural support to help them health information and provides carers with overcome severe and complex diffi culties and the information they need to meet the child’s challenging behaviours stemming from trauma day-to-day health needs. and attachment issues resulting from abuse. This comprehensive record of the child’s Along with Queensland Health, we continued medical history will aid diagnosis, ensure they to implement the Child Health Passport receive appropriate healthcare and treatment initiative, which aims to systematically assess throughout their time in out-of-home care and the health needs of children entering care, and improve their health and wellbeing. of those already in care, to ensure their health needs are met. National framework for child protection We worked with the Child Safety Directors Network of representatives from relevant In April 2009, the Commonwealth and all government departments to improve multi- state and territory governments agreed to the agency collaboration on key issues and National Framework for Protecting Australia’s identify emerging issues and gaps in Children which sets high-level outcomes service delivery. and strategies to achieve a substantial and sustained reduction in child abuse and neglect Government agencies collaborated through in Australia. Suspected Child Abuse and Neglect (SCAN) to coordinate services in complex child It includes the development of a new protection cases and met regularly to assess information-sharing protocol, which came the risk and determine the best response and into operation on 1 January 2009, and aims outcome for each child. to facilitate the sharing of information held by

32 Department of Communities | 2008–09 Annual Report Child Safety Services

Part 1b.indd 32 12/11/2009 10:23:30 AM Commonwealth agencies, such as Centrelink, with child protection agencies. Improved information-sharing will help locate families when there are concerns about a child’s welfare, especially when they move interstate or within states and territories and their whereabouts are unknown.

What we will do in the future In 2009–10, we will: • implement a Memorandum of Understanding with the Department of Education and Training to enable 150 staff from the government and non-government child protection sector to complete their Certifi cate IV in Child, Youth and Family Intervention (Child Protection). This will ensure that staff are better trained and equipped to meet the challenges of child protection and to improve the lives of vulnerable children and their families • work with our government and non- government partners on national projects under the National Framework for Protecting Australia’s Children which aims to reduce child abuse and neglect.

Child Safety Services Department of Communities | 2008–09 Annual Report 33

Part 1b.indd 33 12/11/2009 10:23:30 AM Community and Youth Justice Services

What we aim to achieve: • individuals, families and communities are better supported • young people are better supported to have a positive future • seniors are more active participants in the community.

Our strategic plan performance measures: • number of calls to dvconnect helpline (page 36) • number of young people dealt with through youth justice conferencing (page 42) • percentage of youth justice conferences where the participants, including the victim, are satisfi ed with the outcome (page 42) • percentage of eligible seniors who are current holders of a seniors card or seniors business discount card (page 45)

In May 2009, young men and women from across Queensland participated in the state’s inaugural Indigenous Youth Parliament.

.

Part 1b.indd 34 12/11/2009 10:23:30 AM Volunteers enrich Queensland communities and help individuals and community organisations daily and in times of need.

Better support for database, which links volunteers to volunteering opportunities individuals, families • $65,512 to Volunteering Queensland to and communities implement the Golden Gurus project, which aims to attract skilled older volunteers to We ensure individuals, families and work with community organisations communities are better supported through • $35,000 for the Queensland Young evidence-based targeted services that Volunteer Awards 2009 and the Young address domestic and family violence and Volunteers Speaking Tour to recognise the provide individual support and initiatives. important contribution young people make We also support Queensland communities to our community. by encouraging volunteering and providing We also implemented a number of key community recovery activities following projects to support volunteering including: natural disasters or signifi cant events. • the September 2008 launch of the Valuing Our non-government partners continue Volunteers resources focused on assisting to be our greatest asset as the primary organisations to attract, recruit and mechanism for delivering quality services retain volunteers, and to assist volunteer to Queensland communities. managers • an advertising campaign to attract, recruit Increasing volunteering and retain young volunteers Volunteers are essential to our community. • the International Volunteer Day symposium, Many charities, community organisations and which focused on inclusive volunteering. emergency services would struggle to survive In addition, we raised awareness of without the support of volunteers. Our goal Indigenous Community Volunteers, a non- by 2020 under the Toward Q2: Tomorrow’s government organisation with Queensland Queensland target is to increase by 50 Government departments, to support per cent, the proportion of Queenslanders partnering in the delivery of programs and involved in their communities as volunteers. initiatives with Indigenous communities. This means increasing the proportion of volunteers from 38 per cent in 2006 to 57 per Reducing domestic violence cent by 2020. The government’s plan is to provide greater In 2008–09, we led the development of a coordination of domestic and family violence whole-of-government target delivery plan as responses, with a focus on ensuring the part of our lead role in achieving this ambition. safety of the people affected and holding In 2008–09, we supported volunteering by perpetrators of violence accountable for providing: their behaviour. • $0.24 million in annual funding to Reducing domestic and family violence will Volunteering Queensland as the key help the government achieve the ambitions representative body for volunteering to of Toward Q2: Tomorrow’s Queensland with provide referral services, volunteer training impacts on health, safety, productivity and and sector support engagement in work and education. It will also • $0.1 million in annual funding to contribute to meeting Council of Australian Volunteering Queensland to support the Governments targets for Indigenous Closing continued development of the Volbase the Gap and homelessness reforms.

Community and Youth Justice Services Department of Communities | 2008–09 Annual Report 35

Part 1b.indd 35 12/11/2009 10:23:40 AM Strategy for action • counselling and support services, including In October 2008, we released a consultation support for child witnesses and victims paper, A Queensland Government Strategy • Aboriginal and Torres Strait Islander family to target domestic and family violence violence services, including three pilot 2009–2013, which outlined the Queensland Indigenous Domestic and Family Violence Government’s current response to domestic Counselling Services in the Torres Strait, and family violence and fi ve areas for Cherbourg and Cooktown action — prevention (a focus on healthy • court support services to provide relationships), early identifi cation, connected information and assistance to those support services, perpetrator accountability, affected by domestic and family violence and system planning and coordination. when applying for a domestic violence protection order The consultation involved a public call for • programs to work with men who use written submissions (140 were received) and violence in their personal relationships to meetings across the state (350 government change their abusive behaviour and non-government service providers • funding to dvconnect to provide a statewide attended). Overall, the strategy was confi rmed telephone counselling and referral as appropriate for improving responses to service offering three telephone lines — domestic and family violence in Queensland. Womensline, Mensline and Serviceline. In Taking consultation feedback into account, 2008–09, dvconnect received 51,473 calls, For our sons and daughters: A Queensland which is 14.4 per cent above our annual Government strategy to reduce domestic and call target. family violence 2009–2014 was endorsed by the Queensland Government in May Working collaboratively 2009. The strategy will be implemented via We support organisations to maximise the annual programs of action, which will build range and quality of services they provide on Queensland’s progress to date and reform to people in their area. Through multi- the service system to improve responses tenant service centres and rural multi-tenant to people affected by domestic and family service centres, we support community- violence. based organisations, local governments and government agencies to co-locate and work Supporting those affected collaboratively to improve referrals for clients. We fund a range of services to support people In 2008–09, we opened the Caboolture affected by domestic and family violence, multi-tenant service centre, which focuses including counselling and support services for on services for women and their families, victims and behaviour change and prevention women’s health and parenting support. services targeted at those who use violence and abuse in their relationships. We also opened the Toowoomba multi-tenant service centre, which focuses on services to In 2008–09, the department allocated support older men and a range of community $15.1 million for prevention and support programs. Under the rural multi-tenant service services including: centres initiative, we provided a capital grant • regional domestic and family violence of nearly $1.1 million each for construction of services to provide counselling and a facility in both Ayr and Dalby. support, information and referral, community education and to coordinate Construction of the Charters Towers responses at a local level facility was completed in March 2009 and

36 Department of Communities | 2008–09 Annual Report Community and Youth Justice Services

Part 1b.indd 36 12/11/2009 10:23:56 AM Charters Towers Neighbourhood Centre has services provided with our partner agencies commenced operation from this location, allowed us to reach thousands of people which also provides a substantial base for touched by disasters this year. community services visiting the area. Ten community recovery centres were Redressing the past established to operate as a ‘one stop shop’ for affected communities to access information, In 2007–08, the Queensland Government support and referral services and fi nancial allocated $100 million in funding for a Redress assistance. Additionally, in partnership with Scheme to provide ex gratia payments to Smart Service Queensland, a hotline was people who experienced abuse or neglect in activated for each event to provide information Queensland children’s institutions investigated to the community with more than 22,000 calls by the Forde Inquiry into the Abuse of Children received. in Queensland Institutions. Storm responses Under the scheme, eligible applicants receive an ex gratia payment to acknowledge In the wake of the storm that battered the impact of the past and help them move Brisbane and surrounds in November 2008, forward with their lives. Eligible applicants community recovery staff and departmental offi cers were out in force to ensure the 15,000 received a Level 1 payment of up to affected residents received the support they $7,000. Applicants may also pursue a needed to get back on their feet. Level 2 payment of up to $33,000 if they believe they have suffered more serious Financial assistance totalling more than abuse or neglect. $10.5 million was provided to residents in emergent assistance, essential household During 2008–09, we offered 5,899 Level 1 contents and structural assistance grants. payments totalling $41.3 million to eligible applicants. We also provided 37 payments Flood responses of up to $5,000 in funeral assistance to family members of eligible applicants Our department played a lead role in who passed away before accepting a providing community recovery responses payment offer. The total number of payments to communities affected by fl ood events in since the commencement of the scheme is north Queensland from January to August 6,819. 2008, north and western Queensland in February 2009, and Sunshine Coast in April A panel of experts has been appointed to 2009. We provided more than $7.1 million assess applications for Level 2 payments. to Queenslanders for emergent assistance, As at 30 June 2009, 5,423 applications for essential household contents and structural Level 2 payments have been received. assistance grants. Community recovery Counselling and support There were many natural disasters in We fund a variety of support services to Queensland in 2008–09. Our department assist individuals experiencing problems played an important role in assisting that impact on their personal, social or communities and individuals to recover from emotional wellbeing and safety. These these disasters, providing support to meet services are increasingly necessary, immediate needs, replace essential household particularly as a result of the recent economic contents and repair or rebuild homes. downturn and its effects on vulnerable Information, personal support and referral Queenslanders.

Community and Youth Justice Services Department of Communities | 2008–09 Annual Report 37

Part 1b.indd 37 12/11/2009 10:23:56 AM In 2008–09, we funded the following individual • Emergency relief — services to enable support programs: community organisations to provide cash, • Gambling support — support for food parcels, food vouchers and third- people to obtain assistance with problem party payments for individuals and families experiencing fi nancial crisis. We funded 90 gambling and provided through the services, investing $1.4 million. Gambling Help Line (a statewide 24-hour • Free fi nancial counselling — to help phone service) and locally based Gambling people with fi nancial problems. The Help Services. We administered funding program assists individuals to plan and for 14 gambling support services on manage fi nancial resources, including behalf of Queensland Treasury to the household budgets, advocacy and value of $3.7 million. problem-solving to escape the cycle of • General counselling — counselling for debt. We provided Lifeline with funding of individuals and families who are vulnerable $1 million to run 10 locally based services and at risk to improve their resilience, for Queenslanders and the Financial First safety, wellbeing and ability to participate Aid telephone helpline. positively in the community. We funded 20 • Victims of Crime — services to assist services, investing $2.2 million. people who have been personally affected

Working in partnership to recover communities

The fi rst fl ash fl ood to hit the small rural community of Kin Kin caused extensive damage to many residences in April 2009. The Local Disaster Management Group was activated immediately to respond to the disaster and to assist affected individuals and families in the Kin Kin community and surrounding areas. The Sunshine Coast Regional Council and State Emergency Services provided assistance, along with 30 staff from our department who formed outreach teams to assess and provide fi nancial assistance to affected households. As part of the focused response to those most in need, departmental staff, in partnership with Red Cross, door-knocked more than 300 homes in the area. If families were not at home, a letterbox drop provided information about the assistance available and contact numbers. The outreach response model provided all participating agencies with the opportunity to focus resources and responses on where they were most needed and to provide face-to-face support. Lifeline was a key partner in the community recovery response, providing personal and counselling support to a number of people severely impacted by the fl ooding. Chris Lancaster, Lifeline general manager, said: ‘It was great to be part of a really effective team, and by networking together we were able to achieve more.’ Other key partners in the community recovery of Kin Kin included St Vincent de Paul which responded immediately with basic supplies, such as food, clothing and bedding, and our department’s Housing and Homelessness Services which helped to arrange alternative accommodation.

38 Department of Communities | 2008–09 Annual Report Community and Youth Justice Services

Part 1b.indd 38 12/11/2009 10:23:56 AM Community recovery team members Kin Kin included (from left) Rob, area manager for Housing and Homelessness Services, Chris Lancaster, General Manager of Lifeline Sunshine Coast, Allen, community recovery offi cer and Peter, regional executive director.

by crime and their victims of crime. We funded fi ve services, investing $1.4 million. What we will do in the future • Suicide prevention — projects under the Queensland Government Suicide In 2009–10, we will: Prevention Strategy 2003–2008 that target • continue our lead agency role to meet rural, remote and Indigenous communities, the Toward Q2: Tomorrow’s Queensland older men in rural and remote areas, target to increase by 50 per cent the refugee and migrant young people, and proportion of Queenslanders involved in young people who may identify as lesbian, their community as volunteers gay, bisexual or transgender. We allocated • trial a new initiative in Rockhampton $1.6 million towards non-recurrent suicide to improve the safety and wellbeing of prevention projects. victims of domestic and family violence by breaking the cycle of violence Evidence-based approach • establish a safety upgrades program at the Gold Coast, Sunshine Coast and The Department of Communities is committed Townsville to support victims of domestic to using evidence-based management to and family violence to remain in their inform future service investment for community homes services. This approach is supported by • integrate the Victims of Crime program undertaking research that strengthens the with the State Government’s new Victim evidence base for best practice to respond Support Queensland program. to issues of priority. Evaluation informs the development of policy, program and service delivery, providing evidence of what is required to enhance the quality of services. A better future for The Needs Based Planning and Resource young people Allocation Framework is one means we use to better match human services to priority We support young people at risk to community needs. We use the framework in overcome challenges and adversity. We our regions to help ensure resource allocation give them the opportunity to participate to the areas and populations most in need in in their communities and to develop Queensland. leadership skills. We ensure that young During 2008–09, we: people who offend are held accountable for their actions and are diverted from the • provided more than $0.3 million for 14 research projects criminal justice system where possible. • collaborated as an industry partner in fi ve Australian Research Council projects, Enhanced opportunities with researchers from leading Australian We deliver a number of initiatives that focus universities on the development and leadership of • reported on eight evaluations, including the young Queenslanders. A key priority is for Referral for Active Intervention initiative, marginalised and vulnerable young people to Seniors Legal and Support Service pilots participate in skill development programs to and multi-tenant service centres help them overcome challenges. • commenced an evaluation on the implementation of the new Youth Opportunity Program.

Community and Youth Justice Services Department of Communities | 2008–09 Annual Report 39

Part 1b.indd 39 12/11/2009 10:23:57 AM Youth make a move people at risk of contact with the youth justice system. It gave participants an opportunity to National Youth Week (28 March to 5 April grow personally and connect with others in the 2009) was an important event for young community through positive new experiences. Queenslanders. We provided $65,000 to 22 community organisations to give young people We also continued to make the programs the opportunity to showcase their talents, more accessible to at-risk and Indigenous celebrate their achievements, share their young people across the state. A successful ideas and get involved in their community statewide partnership with Police Citizens through youth festivals, competitions and Youth Clubs delivers the program to rural and forums. Throughout Youth Week 2009, regional and Indigenous young people. 108 registered events and activities were held in Queensland. Youth forums The National Youth Week 2009 theme, Make We provided $0.2 million to 10 community a Move, encouraged young people to share organisations to implement youth forums ideas, attend live events, have their voices across Queensland. Youth forums were held heard on issues of concern to them, showcase in nine regions, with about 640 young people their talents, celebrate their contribution to the attending. Reports on issues discussed at community, take part in competitions and have the forums were considered by the Ministerial fun. Advisory Council on Youth Violence. We also delivered the 2009 Young Indigenous Initiatives such as the Young Indigenous Leaders Forum in Brisbane, held from Leaders Forum in Brisbane and the new 24-27 May 2009, which was attended by Indigenous Youth Parliament, held in 2009, 19 young Indigenous participants and are a key component of the Queensland four mentors. Government’s Reconciliation Action Plan 2009–2012 and gave 40 Aboriginal and Torres Youth active in Parliament Strait Islander young people opportunities We continued to fund and support the to develop their leadership potential. YMCA Queensland Youth Parliament, which These initiatives were supported in part by is an exciting and unique opportunity that sponsorship funding of $0.15 million empowers young people to have a positive (2008–10) from Xstrata Coal Pty Ltd. impact upon their local communities. The Youth Parliament delivers civic and citizenship Leadership and development education, youth development and community The Duke of Edinburgh’s Award and Bridge engagement programs, a representative Award programs gave young Queenslanders, network for all of Queensland, and a powerful aged 11½ -25, opportunities to build on their link to government. During 2008–09, 89 young strengths and interests, while acquiring new people, representing each Queensland State leadership, volunteering, teamwork and Government electorate, participated in a decision-making skills. Funds of $0.51 million nine-month youth development program that delivered both programs to 6,455 young educates young people about Queensland people in Queensland in 2008–09, exceeding parliamentary processes. our target of 5,500 young people. The exciting new Indigenous Youth Parliament Strategies were implemented to better target program was launched in 2009, giving the programs to Aboriginal and Torres Strait Indigenous young people an opportunity Islander young people, marginalised and to learn about democratic processes, disadvantaged young people and young government decision-making and to debate

40 Department of Communities | 2008–09 Annual Report Community and Youth Justice Services

Part 1b.indd 40 12/11/2009 10:24:04 AM Youth Week 2009 was launched in Brisbane by the ABC’s Bernie Hobbs (centre) alongside Ash Brosnan and Danielle Vujovich (from left).

issues of relevance to Indigenous young are on bail and are at signifi cant risk of being people across Queensland. remanded in custody. The Youth Advocacy Centre, which operates this service, is funded Youth in schools supported $0.4 million per annum to target the Sunshine The Youth Support Coordinator Initiative Coast, Greater Brisbane and Moreton areas. provided social and emotional supports to The Far North Queensland Youth Opportunity help young people, at risk of leaving school Program provided by ACT for Kids commenced early, to successfully complete their education in July 2008, and receives $1.2 million funding and training. We contributed $1.8 million of per annum. The service provides a holistic the $11.4 million provided to 38 community therapeutic approach to addressing the organisations to deliver Youth Support developmental needs of young people at risk Coordinator services in 305 secondary school of re-offending and being remanded in custody. and training institutions across Queensland. The program targets support to the families of young people and coordinates emergency Youth Support Coordinators provided 5,730 accommodation and practical support to help individual support services and 574 group work young offenders meet their bail conditions. activities in the 2008 school year, with 9,676 participants and 230 community projects. Reducing number of offenders Supporting at-risk youth Our early intervention and support initiatives focus on reducing the number of young people Our department provides a wide range of coming in contact with the juvenile justice services to support young people at risk of system. entering the youth justice system, or who have been charged with an offence and are at risk of Under the Youth and Community Combined being detained in custody. Action program, the department provided $2.3 million to fund a range of early To ensure a young person charged with an intervention and support services targeting offence is only detained in custody as a last young people most at risk of becoming resort and to help reintegrate them into the involved in the youth justice system in 20 community, our department provides funding locations across Queensland. Additionally, to 16 Youth Justice Service Centres across $0.4 million was allocated to six projects to Queensland. address locally identifi ed needs. The centres provide the Conditional Bail Support Almost $0.5 million per annum is provided program, which gives the courts alternatives to under the Safe Youth — Safe Communities remanding young people in custody and targets initiative to address youth violence in the Inala/ those at risk of being remanded in custody by Logan/Ipswich corridor and the Woorabinda engaging them in activities during their bail community. period. In 2008–09, $0.9 million was provided to the Youth Justice Service Centres to implement We provided an extra $0.2 million in funding this program. We also provided funding to our to expand the Griffi th Youth Forensic Service non-government partners to provide bail support assessment and treatment program in north programs in the community. Queensland. The service, based at Griffi th University in Brisbane, provides intensive The Youth Bail Accommodation Support treatment to young people found guilty by the Service provides accommodation support to courts of sexual offences. The new satellite young people who are remanded in custody service in far-north Queensland, in conjunction due to insuffi cient placement stability, or who with the Brisbane-based service, will enable

Community and Youth Justice Services Department of Communities | 2008–09 Annual Report 41

Part 1b.indd 41 12/11/2009 10:24:04 AM practitioners to work even more closely with Queensland and we provided more than local youth and their families in their own $8.9 million in 2008–09 to fund this key communities. service. There were 2,614 conferences held in 2008–09, up more than 400 conferences We also gave $0.28 million in funding for than in 2007–08 and 30 per cent above our the Mater Youth and Family Counselling 2008–09 target (see Graph 2). Ninety-nine Service to provide therapeutic interventions per cent of participants were satisfi ed with the following referral to diversionary Youth Justice outcome (see Graph 3 on page 43). Conferencing. The early intervention program targets young people who have sexually The number of youth justice conferences offended and young people who have been involving Indigenous people increased nearly harmed by the sex offence and their families. 10 per cent from last year to 664 conferences in 2008–09. Our investment of $50,000 Detention centres enabled Indigenous Elders to participate in youth justice conferencing to improve We spent $15.3 million in 2008–09 to improve outcomes for Indigenous young people, as the living conditions and staff and detainee well as the employment of 12 Indigenous group relationships at the Brisbane Youth conference support offi cers, including fi ve new Detention Centre. We air-conditioned all positions valued at about $0.4 million. accommodation units, the bulk store and the independent living units; constructed a new We also provided $0.4 million for an additional multi-faith area to support cultural diversity; 3.5 full-time equivalent Youth Justice and installed shower timers and water tanks to Conferencing positions in 2008–09. keep the centre green and reduce our carbon footprint. Graph 2: Young people kept accountable Number of young people dealt with through youth justice conferencing Our department works in partnership with the 3,000 Department of Justice and Attorney-General and the Queensland Police Service to deliver 2,614 a contemporary juvenile justice system that 2,500 ensures young people who commit criminal 2,203 offences are held accountable for their 2,038 2,000 1,927 behaviour. 2,008 1,762 1,950 1,824 We provided funding and programs to prevent 1,700 young people from entering the criminal 1,500 justice system. Apart from police cautioning, 1,400

the key diversionary measure is youth justice 1,000 conferencing, which involves a meeting between those affected by the offence/s. This forum allows victims to talk about 500 how they were affected, seek answers to questions about the offence/s and contribute 0 to agreements about how the offender should 2004–05 2005–06 2006–07 2007–08 2008–09

make amends. Target Result The program is delivered through 13 youth The number of youth justice conferences increased justice conferencing services across by 852 or 48 per cent over the past fi ve years.

42 Department of Communities | 2008–09 Annual Report Community and Youth Justice Services

Part 1b.indd 42 12/11/2009 10:24:04 AM Graph 3: • Our Integrated Client Management System Percentage of youth justice conferences was further developed with the Youth where the participants including the victim are Justice (Case Management) component satisfi ed with the outcome for departmental staff to improve the 98% 98% 98% 98% 99% 100% identifi cation and implementation of

95% 95% 95% 95% interventions that reduce reoffending by 93% young people.

80% • We invested a further $1.5 million for an extra 13.9 full-time equivalent youth justice case worker and youth worker positions to meet the increasing demand for our 60% support services.

The Next Step in Logan-Beenleigh 40% We partnered with other government and non-government organisations to deliver more coordinated services for disadvantaged 20% young people in the Logan-Beenleigh area. An integrated and holistic service model, known as The Next Step, has provided 0% 2004–05 2005–06 2006–07 2007–08 2008–09 intensive support to 55 young people with multiple and complex needs. The model also Target Result incorporates prevention and early intervention Satisfaction with youth justice conferences has and continuous improvement evaluation remained consistently high. components. Young people with multiple and complex Capacity strengthened needs in the Logan-Beenleigh area are In 2008–09, the department implemented receiving coordinated intensive support for a range of strategies to strengthen our up to two years to improve their educational, capacity to deliver services and improve client social, economic and health outcomes. The outcomes. These strategies include: benefi ts for young people include support to: • In October 2008, we opened the new • remain in school and increase employability Brisbane North Service Centre in Bowen • reduce the level of involvement in the Hills to further reduce youth offending criminal justice system and support young people to stay out of • develop skills to obtain and maintain the youth justice system. The centre is appropriate and stable accommodation purpose-built, youth-friendly and suitable • develop parenting skills and increase for the delivery of programs and services, the safety and health of their children including youth justice conferencing. to minimise the need for statutory • Stage one of the Brisbane Childrens Court interventions upgrade was completed in December • increase the ability to manage their own 2008, at a cost of $0.7 million, with security mental health needs and medication enhancements, upgraded CCTV system • improve their health, safety and and improved lighting, repairs to the car wellbeing by dealing with issues such as park exhaust system and replacement fi re homelessness, substance misuse and systems installed. family violence.

Community and Youth Justice Services Department of Communities | 2008–09 Annual Report 43

Part 1b.indd 43 12/11/2009 10:24:05 AM Safer Schoolies Seniors more active We worked in partnership with community in the community organisations and local councils, allocating funding of $0.9 million for safety mechanisms Our department is working to enable such as registration and wrist-banding to seniors to feel connected to their easily identify schoolies, recruitment and community and participate in community training of volunteers to provide advice and life. This includes promoting positive assistance, free transport and activities in attitudes towards seniors, strengthening alcohol and drug-free environments. their feelings of safety and security and providing them with accessible and What we will do in the future responsive services. In 2009–10, we will: Social participation enhanced • continue to expand the Cleveland Youth Detention Centre in north Queensland by We allocated $1.1 million to The Older an extra 48 beds (to be available by the People’s Action Program in 2008–09 to end of 2011, with fi nal completion in 2012) increase seniors’ social participation in the to increase accommodation and services community and their sense of safety and for young people in detention security in their communities. We have • complete stage three of the 20 of these programs across the state $15.2 million Brisbane Youth Detention which have helped to reduce social isolation Centre redevelopment project, with for seniors and foster more supportive further enhancements to assist education, connections within their communities. therapeutic, medical and program service We also allocated $1.1 million to the 60 and delivery. The construction of an additional Better Program in 2008–09 to help increase older 16-bed relocatable accommodation unit people’s awareness of healthy lifestyle options, will also be delivered decrease social isolation and improve links and • implement a new initiative to improve information exchange with other community economic and social outcomes for services. We funded 23 of these programs young people who have come in contact across Queensland which have promoted active with the youth justice system and are ageing and healthy lifestyle options for seniors. at risk of further offending and/or are experiencing homelessness or are at risk Our Older Men’s Groups aim to address risk of homelessness. factors that impact on the mental health of older men, including the risk of social isolation and suicide. In 2008–09, we allocated more than $0.1 million to operate two programs, in Hervey Bay and in Toowoomba, which have responded to the mental health needs of older men.

Preventing elder abuse Our statewide Elder Abuse Prevention Helpline provides telephone information, support and referrals for seniors who are at risk of, or are experiencing, elder abuse. The Helpline also assists the families of these

44 Department of Communities | 2008–09 Annual Report Community and Youth Justice Services

Part 1b.indd 44 12/11/2009 10:24:05 AM We fund programs across Queensland that promote active ageing and healthy lifestyle options for seniors.

vulnerable seniors and provides community program benefi ts grandparents by providing education to service providers. In 2008–09, respite, a statewide information line and by we allocated almost $0.4 million to this funding therapeutic camps to help prevent initiative which supported 1,082 callers. carer burnout. We allocated $0.6 million to this program in 2008–09. Key achievements Seniors Legal and Support Services in fi ve include: regions provide free legal information and • responding to more than 2,900 requests advice, counselling, advocacy, support and for information through the Grandparent community education. We allocated Information Line $1.8 million to this initiative in 2008–09, which was accessed by 766 new clients • enabling more than 500 families to be (up 32 per cent on last year). involved in the Time for Grandparents respite program Celebrating seniors • conducting 14 specialised family support camps in Townsville, Yeppoon, Bundaberg Seniors Week 2008, 23-31 August, was about and Brisbane, attended by 354 grandparents communities coming together to promote and grandchildren. positive attitudes towards older people and ageing and to foster understanding between In 2008–09, 528,190 Queensland residents generations. We provided non-government held a Seniors Card entitling them to organisations with a statewide allocation concessions on public transport, motor of more than $0.1 million to hold events vehicle and boat registration, electricity and to celebrate Seniors Week 2008. Events health services, such as medical aids, dental included an intergenerational concert in services and spectacles supply. Charters Towers, a jazz and swing night in There were 74,056 holders of Seniors New Farm, a Devonshire morning tea in Business Discount Cards in 2008–09. The Goondiwindi, and a duck race at Mossman Seniors Business Discount Card enables pool in far-north Queensland. eligible seniors to access discounts and special offers at more than 9,200 participating Supporting older people business outlets throughout Queensland. We fund a statewide telephone information We also negotiated participation in the and referral service that provides information National Reciprocal Seniors Transport on concessions, social activities, independent Concession scheme to enable holders of living, health, fi nance, retirement and support Queensland Seniors Cards to obtain public services for seniors. The Seniors Enquiry Line transport concessions around Australia. provided information and/or referrals to 15,827 callers in 2008–09, with an allocation of more than $0.2 million. Through the Queensland Government Suicide Prevention Strategy, $0.1 million was provided to the Council on the Ageing to deliver a peer education program to reduce the risk of suicide for older men in rural and remote areas. Our popular Time for Grandparents program provided recreational and day activities for children and young people being cared for on a full-time basis by their grandparents. This

Community and Youth Justice Services Department of Communities | 2008–09 Annual Report 45

Part 1b.indd 45 12/11/2009 10:24:05 AM families have been previously involved with What we will do in the future the statutory system. In 2009–10, we will: In 2008–09, our services supported more • develop a whole-of-government than 3,250 children aged up to 10 years and seniors strategy to better meet seniors’ more than 600 children aged 11 years. We needs invested a total of $9.2 million for this initiative, • further promote seniors’ independence, with nearly $8.3 million allocated to service safety and security through the Seniors providers in 11 locations. The remaining Legal and Support Services in fi ve regions $0.94 million was used to enhance the prevention and early intervention response in • provide more information to seniors about programs and services available 10 identifi ed locations. to support them • continue information, respite and support Specialist counselling to grandparents raising grandchildren Nine specialist counselling services provide and conduct a further 12 family support assistance to families and their dependent camps through the Time for Grandparents children (aged up to 18 years) with complex or program special needs, who are at a high risk of child • continue our 20 Older People’s Action abuse and neglect. Many families can have programs to reduce social isolation among problems involving mental illness, the abuse of seniors and our 23 Sixty and Better drugs, alcohol and other substances, domestic programs to promote active ageing and and family violence, child sexual assault and healthy lifestyle options. other issues that impact on a family’s ability to protect their children from abuse and neglect. In 2008–09, the annual funding allocation for Families achieving these specialist counselling services was their potential $1.8 million. We focus on assisting vulnerable and Prevention, early intervention disadvantaged children, young people, Our 10 prevention and early intervention their families and communities through services are specifi cally designed to prevent general prevention and early intervention or reduce the need for intensive and costly strategies and responses for children and intervention and to divert children and young families facing challenges and requiring people from the statutory child protection and specialised responses. juvenile justice systems. We allocated $3.6 million for these services in 2008–09. Active intervention Our 114 early intervention and family support Our Referral for Active Intervention initiative services provide universal and targeted provides intensive support to families with early intervention and prevention services young children. Active intervention means that across the state, including pregnancy services play an active role in assisting the and parent support (particularly for young child and their family to participate in targeted parents) and rural support services. Family strategies to respond to their complex needs. support services, including counselling Children participating in the program are and Indigenous-specifi c services, are also aged up to 10 years and at risk of entering provided to build on the strengths and the statutory child protection system, or their potential of vulnerable and at-risk families,

46 Department of Communities | 2008–09 Annual Report Community and Youth Justice Services

Part 1b.indd 46 12/11/2009 10:24:12 AM individuals and communities. We allocated communities affected by family violence. Services $11.5 million for these services in 2008–09. provide essential domestic and family violence crisis support, counselling, prevention activities Strengthening community and community education in Bamaga, Pormpuraaw and Weipa, Rockhampton and Cunnamulla. Community centres respond Neighbourhood and community centres provide access to child, family and community What we will do in the future services and are situated in rural, remote and urban communities. Services provided by In 2009–10, we will: Queensland neighbourhood and community • work closely with the Commonwealth centres include general and intensive support Government to implement actions under the services and respond to identifi ed and National Framework for Protecting Australia’s emergent needs of the community. Children • assist with the construction of a new We provide $9.6 million per annum to 106 neighbourhood centre by the Cook Shire neighbourhood and community centres Council with a capital grant of nearly across the state. Additionally, $5.8 million was $0.6 million allocated in 2008–09 to a further 56 statewide • invest capital funds to continue or begin services for community development the replacement of neighbourhood centres activities. at Caloundra, Gladstone, Gympie, Mount We spent $0.7 million on a capital works Isa, Maleny and Pine Rivers, redevelop upgrade and refurbishment program for the the Nundah neighbourhood centre site, 48 department-owned neighbourhood centres and refurbish the Mount Gravatt and $4.2 million to expand and/or replace neighbourhood centre neighbourhood and community centres. • strengthen networks and services to vulnerable and disadvantaged children, Indigenous violence addressed young people, their families and communities to provide early intervention. Our department continues to progress the joint Commonwealth and Queensland governments’ Safe Haven initiative to provide a culturally sensitive service in four Indigenous communities (Cherbourg, Palm Island, Mornington Island and Coen). This initiative responds to the safety needs of Indigenous children, young people and their families who experience or witness domestic and family violence. Interim service delivery has occurred since 2006–07 and it is planned to allocate three-year funding to ensure long- term service delivery from 2009–10. We provided funding of almost $1.2 million to fi ve Aboriginal and Torres Strait Islander Family Violence Services to deliver culturally specifi c domestic and family violence services to support individuals, families and

Community and Youth Justice Services Department of Communities | 2008–09 Annual Report 47

Part 1b.indd 47 12/11/2009 10:24:12 AM Disability, Home and Community Care, and Community Mental Health Services

What we aim to achieve: • people with a disability have a choice and can live as independently as possible • people with a disability achieve economic participation and social inclusion • families and carers are well supported in their caring role • older people and people with a mental illness have choice and can live as independently as possible. Our strategic plan performance measures: • satisfaction of service users with accommodation support services (page 49) • increase in the number of people receiving accommodation support services (page 49) • satisfaction of service users with community support services and community access services (page 52) • increase in the number of community support service users and community access service users (page 51) • satisfaction of service users with respite services (page 56) • increase in the number of people receiving respite services (page 56) • number of hours of community and home care support in home support services, clinical and specialist care, transport, coordinated care services, centre-based day care, home modifi cations and meals (page 58) • number of Home and Community Care organisations reviewed using the National Service Standards Instrument (page 59)

We provide services and programs that support people with a disability, frail older people and those with a mental illness, their families and carers through the different stages of their life.

48 Department of Communities | 2008–09 Annual Report

Part 1b.indd 48 12/11/2009 10:24:12 AM Accommodation support This represents an increase of 5.6 per cent since 2007–08 and 26.2 per cent over the past services fi ve years. We provided accommodation support for more clients, achieving a client satisfaction Options expanded rate of more than 80 per cent. We also We provide accommodation for people commenced service delivery in the with a disability through our Accommodation Positive Futures Environments, as part of Support and Respite Services, as well the Specialist Response Service. as funding the non-government sector through accommodation support programs. In 2008–09, we expanded clients’ More receive support accommodation options by increasing funding In 2008–09, we funded or provided for a wide range of programs. accommodation services to 6,355 people As part of Accommodation Support and (see Graph 4). Respite Services, we also established the Specialist Response Service Direct Support Graph 4: team to support interventions for adults with an intellectual or cognitive disability who Number of people receiving accommodation support services funded or provided by exhibit severely challenging behaviours. government Our performance is summarised in Table 5 on 8,000 page 50.

7,000 6,355 Service users satisfi ed 6,020 5,817 6,000 Every two years, we survey service users 5,394 and carers to help us improve the disability 5,034 5,000 services we fund and deliver. 6,725–7,206

6,271–6,726 The most recent survey, conducted in March 4,000 2009, showed that 80 per cent of service

5,460–5,830 users or their carers are satisfi ed or highly 3,000 satisfi ed with the accommodation services we provide. While this was a strong result, it 2,000 was below our performance target of 85–90 per cent (see Table 6 on page 50). We are 1,000 evaluating the results to identify reasons for NA1 NA1 lower-than-anticipated results. 0 2004–05 2005–06 2006–07 2007–08 2008–09

Target Result Key priorities

The number of people receiving accommodation The issues related to how best to support services funded or provided by government has ageing clients are becoming increasingly increased by 1,321, or 26 per cent, since 2004–05. important. Key challenges include reduced Notes: mobility, acute ill health, early onset dementia NA = Not applicable. and the complexities of providing services 1. This measure was introduced in 2006–07, therefore where there is a wide disparity between client no target was in place before this. support needs.

Disability, Home and Community Care, and Community Mental Health Services Department of Communities | 2008–09 Annual Report 49

Part 1b.indd 49 12/11/2009 10:24:20 AM A growing number of people currently supported We established key priorities to progress the in our accommodation services are 50 years interface issues between disability and aged of age or older, and this number is expected to care services. rise. Overall, the client population is ageing.

Table 5:

Our accommodation services at a glance Initiative 2008–09 funding + / - from 2007–08 2008–09 outcome + / - from 2007–08 Accommodation $108.9m + $4.9m 595 people + 5 people2 Support and Respite supported Services1 Adult Lifestyle Support $92.8m + $5m 1,657 people + 77 people supported Younger People in $12.15m + $3.95m 90 people + 45 people Residential Aged Care supported Spinal Cord Injuries $19.5m + $0.4m 63 people + 15 people supported Young Adults Exiting $17.5m + $5.3m 245 people + 52 people the Care of the State supported Resident Support $4m + $0.2m 550 people No change supported Project 300 $14.3m + $0.6m 237 people - 3 people supported Housing and $15.9m + $2m 40 people - 2 people3 Support supported We have continued to increase funding for a range of accommodation services. Notes: 1. Accommodation Support and Respite Services (AS&RS) are directly provided by our department. 2. The number of people supported by AS&RS varies from year to year and small fl uctuations may be experienced due to movement to other specialist service providers (such as aged care facilities) or due to deaths. Changes in individual circumstances (for example, age-related support needs or behaviour support) may result in increases in the complexity, intensity or nature of support required by service users. This has an impact on the associated costs of the support being provided. 3.The increase in funding was for indexation only, not for additional service provision.

Table 6: Performance measure Satisfaction of service users with accommodation support services 2006–071 2007–083 2008–09 Target 80–85% Not collected 85–90% Result2 89% Not collected 80% We achieved a satisfaction rate of 80 per cent of service users and their carers. Notes: 1. This measure was introduced in 2006–07, therefore, no target was in place before this. 2. Proxies were used to gather some consumer satisfaction ratings where consumers could not participate. 3. Satisfaction data is collected bi-annually.

50 Department of Communities | 2008–09 Annual Report Disability, Home and Community Care, and Community Mental Health Services

Part 1b.indd 50 12/11/2009 10:24:25 AM Companion Cards help people with a disability participate in community activities and attend venues.

Services expanded What we will do in the future Departmental staff provide statewide In 2009–10, we will: professional and specialist services, including • test, refi ne and develop all the therapy, behaviour support, community linking, components required for the new disability counselling, family support, skill development service system to create a new pathway for the individual, access to information and for disability services in Queensland, with referral to other services or support. implementation scheduled to commence This year we provided or funded more from early 2010 and for completion services through a range of initiatives. by mid-2011. New arrangements for Our performance is outlined in Table 8 Queenslanders to apply for disability on page 53. services will be in place from February 2010 These initiatives provide early intervention for • expand the accommodation options adults and children with a disability, as well as available through programs to enable for their families and carers. even more people to be assisted. Graph 5: Number of people receiving community Community services support services In 2008–09, we provided more community 15,000 13,799 services for adults and children, with a 12,494 strong focus on early intervention. We 12,000 also made communities fairer and more 10,677 accessible for people with a disability 9,654 by launching the Companion Card and 9,000 8,497

through legislative reforms. 12,293–12,841 11.337–12,159

Better community support 6,000 Community support services include therapeutic support, early childhood 9,650–10,320 intervention and case management. During 3,000 2008–09, we exceeded our performance target by providing or funding community NA1 NA1 support services to 13,799 people, an 0 increase of 10.4 per cent from 2007–08 and 2004–05 2005–06 2006–07 2007–08 2008–09

62.4 per cent over the past fi ve years (see Target Result Graph 5). Since 2004–05, the number of people receiving a In the same period, we met our performance government-funded or provided community support service has increased by 5,302, or 62.4 per cent. target by providing or funding community access services, including learning and life Notes: skills development, for 10,219 people, an NA = Not applicable. increase of 59.9 per cent over the past fi ve 1. Targets were in place for this performance measure years (see Graph 6 on page 52). from 2006–07.

Disability, Home and Community Care, and Community Mental Health Services Department of Communities | 2008–09 Annual Report 51

Part 1b.indd 51 12/11/2009 10:24:25 AM Clients provide feedback Graph 6: As shown in Table 7, 66 per cent of service Number of people receiving community users and their carers who provided feedback access services in our 2009 survey were satisfi ed with the community support services they received. 12,000 10,222 This was below our performance target of 10,219 75–80 per cent. 10,000 A total of 76 per cent of service users and their

proxies were satisfi ed with the community 8,000 7,642 7,361 access services they received. This was below

our performance target of 80–85 per cent. 6,392 9,733–10,438 6,000

We are evaluating the results to identify reasons 8,119–8,708 for these lower-than-anticipated results.

4,000 7,470–7,990 Ensuring positive futures

Our department is leading the Queensland 2,000 Government’s response to a report by the Honourable WJ Carter QC, Challenging NA1 NA1 0 Behaviours and Disability — A Targeted 2004–05 2005–06 2006–07 2007–08 2008–09

Response. The response, Investing in Positive Target Result Futures, will improve the lives of the small number of Queenslanders with an intellectual Since 2004–05, the number of people receiving a community access service has increased by 3,827 or cognitive disability who exhibit severely or 59.9 per cent. challenging behaviour, as well as improve the working conditions of staff who support them. Notes: 1. This measure was introduced in 2006–07, therefore, On 1 July 2008, amendments commenced no target was in place before this. to the Disability Services Act 2006 to protect 2. Satisfaction data is collected bi-annually. the rights of adults with an intellectual or 3. Proxies were used to gather some consumer satisfaction ratings where consumers could not participate. cognitive disability who exhibit behaviours

Table 7: Performance measure

Service user satisfaction with community support services and community access services 2006–071 2007–082 2008–09 Community Community Community Community Community Community support access support access support access Target 75–80% 80–85% Not collected 75–80% 75–80% Result3 79% 83% Not collected 66% 76% Of our service users and their carers, 76 per cent are satisfi ed with the community support services we provide or fund, while 66 per cent are satisfi ed with community access services. Notes: 1. This measure was introduced in 2006–07, therefore, no target was in place before this. 2. Satisfaction data is collected bi-annually. 3. Proxies were used to gather some consumer satisfaction ratings where consumers could not participate.

52 Department of Communities | 2008–09 Annual Report Disability, Home and Community Care, and Community Mental Health Services

Part 1b.indd 52 12/11/2009 10:24:26 AM that cause harm and who are subject to Reforms delivered on schedule restrictive practices. The Act aims to improve Reforms being delivered as part of the Investing quality of life and reduce or eliminate the use in Positive Futures initiative are on schedule. of restrictive practices such as containment, seclusion and physical, chemical or mechanical We completed stage one of the Positive restraint by requiring service providers to Futures Environments at Wacol which will be develop a positive behaviour support plan used to provide interventions and initiated based on the client’s needs. It also requires services in the refurbished units. These units the consent of an appropriate decision-maker will be used to provide secure care for people where restrictive practices are used. in the target group.

Table 8: Our community services at a glance Initiative 2008–09 funding + / - from 2007–08 People /families + / - from 2007–08 supported Adult and Community $10m No change 3,500 people No change Support Services Autism Early $2m No change 164 families No change Intervention Initiative Evolve Child Safety $4.2m + $0.9m 209 children and + 84 people Behaviour Support young people Family and Early $6.6m + $0.3m About 1,600 + 600 families1 Childhood Services families Family Support $45.5m + $6m 2,358 families + 851 families Program Increasing Service $3m + $0.24m 671 children + 144 children Delivery — Early Intervention Intensive Behaviour $2.9m + $0.2m 109 adults + 8 adults Support teams Lifelong planning $2m No change 230 families NA (began in November 2008) Local Area $6.1m - $0.4m 1,180 people + 300 people2 Coordination Post School Services $35m + $4m 2,304 people + 261 people Specialist Reponse $11m + $11m 243 people + 243 people Service Succession planning $1m No change 1,500 families + 183 people The number of people receiving community services continues to increase. Notes: NA = Not applicable. 1. In 2007–08, we reported that about 1,000 families receive a service at any one time, however, the 2008–09 fi gure reports the total number of families supported during the year (i.e. 1,600) rather than a ‘point in time’ fi gure. 2. We were able to support more people with less money as seven new positions from the most recent rollout of staff are now fully established in their communities and able to offer a wider range of services (previously they were in the establishment phase and providing limited services). In addition, we developed better reporting systems which enable us to more accurately capture client numbers.

Disability, Home and Community Care, and Community Mental Health Services Department of Communities | 2008–09 Annual Report 53

Part 1b.indd 53 12/11/2009 10:24:26 AM Through a successful local and international by a guide, hearing or assistance dog have recruitment strategy, we recruited Specialist easy access to public places. Response Service clinical teams with expert skills who are working with service providers From 1 September 2009, under the Guide, to support people to develop positive Hearing and Assistance Dogs Act 2009 behaviours and skills for community living. (which replaces the Guide Dogs Act 1972) fi nes of up to $50,000 can be issued to In partnership with the University of corporations and up to $10,000 for Queensland, we opened the Centre of individuals refusing entry to guide and Excellence in Behaviour Support to plan a assistance dogs. strong research program to ensure evidence- based practice in the fi eld and to train We are delivering a statewide public awareness disability support staff across the sector. campaign to educate the community about the changes to the legislation. A Mental Health Assessment and Outreach team was established to provide mental More accessible communities health and medical assessments for clients In March 2009, we fully implemented the with complex needs being supported by non- Companion Card program, which entitles people government organisations. with a disability who need lifelong attendant care We are also supporting the disability services support to buy two tickets for the price of one at sector to meet new legislative requirements participating activities and recreational venues through educational strategies for service across Australia. The program will make it easier visits, regional road shows, learning circles, for eligible people with a disability to take part inductions, professional engagement in social and recreational opportunities in their programs, and access to services and local communities. contracted specialist clinicians. Since the program opened for public applications in March 2009, 323 Companion New laws to improve access Cards have been issued and 176 Queensland New laws come into place in July 2009 to business venues and activities have been ensure people with a disability accompanied recruited.

Program has amazing effect on children

Family and Early Childhood Services (FECS) teams across the state support children aged up to six years who have signifi cant developmental delay, and their families. Paula O’Brien of Rockhampton and her fi ve-year-old daughter Sarah, who has autism, participate weekly in the FECS program. Paula said the program had had a ‘tremendous impact’ on her daughter. ‘It’s unbelievable. Since starting the program, Sarah has been able to sit down and concentrate enough to be able to do her school work. She is more sociable, her speaking and comprehension have improved, and her ability to follow instructions is much more advanced than it was,’ Paula said. ‘The FECS program is not only teaching Sarah, but teaching us the skills too so we can take them home.’

54 Department of Communities | 2008–09 Annual Report Disability, Home and Community Care, and Community Mental Health Services

Part 1b.indd 54 12/11/2009 10:24:26 AM Children with a disability and their families are given a helping hand through our early childhood support services.

The Companion Card initiative is in addition Stronger focus on our clients to the new Carer Business Discount Card, Our department is working towards a more which provides eligible Queensland carers person-centred approach to tailor services to with retail discounts from participating a person’s needs. businesses. A key aim of Growing Stronger is keeping Since the scheme opened for public people out of crisis by providing support applications in July 2008, 9,756 Carer before their needs become critical. We will Business Discount Cards have been issued do this by responding to client needs more and 5,191 Queensland businesses are quickly, ‘fast-tracking’ access to needs providing discounts or special offers. assessment, and targeting support to those Throughout 2008–09, we worked across most in need. government to highlight the importance A newly designed service catalogue will of accessible communities and services make it easier for people to fi nd out about and provided comments on signifi cant disability services funded and delivered by infrastructure projects. our department. This is complemented by a service inventory to provide a better picture of Better service system available services across the state. We are building a stronger, better disability In 2008–09, we expended $4.4 million on the system through the Growing Stronger Growing Stronger reforms. reforms to be implemented over four years (2008–11). These reforms are designed to create a simpler and fairer way for people to What we will do in the future access the services they need. In 2009–10, we will: New, fairer approach • pilot a brokerage model of self-directed The department engaged a consortium funding for families of children and young comprising Assessments Australia and Royal people with disabilities Melbourne Institute of Technology (RMIT) • expand community support options by University to develop a new, fairer approach assisting about 290 additional people with to assessment and prioritisation. On schedule Post School Services in April 2009, the consortium delivered its • monitor and administer the Guide, recommended assessment and prioritisation Hearing and Assistance Dogs Act 2009 methodology. and conduct a community awareness and education campaign In June (ahead of schedule), we began • fi nish constructing the purpose-designed trialling the new methodology in the Darling positive environments at Wacol for people Downs – South-West Queensland Region. with severely challenging behaviours and Testing, which is to be completed by October begin accepting clients. 2009, will ensure that these new approaches work well for people with a disability and those who care for them. We also engaged the Australian Council for Educational Research to independently evaluate the tools and methodologies. This work will be completed in November 2009.

Disability, Home and Community Care, and Community Mental Health Services Department of Communities | 2008–09 Annual Report 55

Part 1b.indd 55 12/11/2009 10:24:26 AM Respite services New centres In this reporting period, the department opened The department provided or funded new respite centres at Toowoomba and respite support for more people and Deception Bay, through an allocation of opened two new respite services — one $1.7 million. These new centres enable us to in Toowoomba and one in Brisbane’s provide services for 60 additional families in Deception Bay. We also increased our each area. funding to non-government respite providers by almost 30 per cent. In total, the department now operates 10 centres across Queensland, providing services on a 24-hour basis, seven days a week to Greater level of respite children and adults. Centres are located at Respite plays a key role in keeping families Loganholme, Nerang, Boondall, Yandina, together by giving families and carers of Townsville, Hervey Bay, Toowoomba and people with a disability a short-term break, Deception Bay, with two centres in Ipswich. thereby strengthening their ability to care In 2008–09, we provided centre-based for a loved one. respite to about 400 families of people with Respite can be provided through in-home a disability, with a budget of $6.9 million. support, centre-based respite, community- We also provided $28.4 million, an increase based support, host family respite, vacation of $6.5 million from 2007–08, to enable programs and emergency respite. 133 non-government service providers to offer respite support across the state. This In 2008–09, 5,060 people with a disability was an increase of 10 service providers received a respite service funded or provided compared with 2007–08. The funding included by government. This was an increase of $4.2 million provided by the Commonwealth 5.4 per cent compared with 2007–08 and a Government to target the respite needs of 34.9 per cent increase over the past fi ve older parent carers. years. It was, however, below our target (see Graph Service users satisfi ed 7 on page 57). This was due to additional Our 2009 survey of service users showed that funding used to ‘top up’ respite support to 80 per cent of service users and their carers existing clients. As a result, the number of were satisfi ed with the respite support they new clients accessing respite in 2008–09 was received. This was within our performance slightly less than anticipated. target of 80–85 per cent (see Table 9).

Table 9: Performance measure

Service user satisfaction with respite support services 2006–071 2007–083 2008–09 Target 80–85% Not collected 80–85% Result2 80% Not collected 80% A total of 80 per cent of service users are satisfi ed with the respite services we fund or provide. Notes: 1. This measure was introduced in 2006–07, therefore, no target was in place before this. 2. Proxies were used to gather some consumer satisfaction ratings where consumers could not participate. 3. Satisfaction data is collected bi-annually.

56 Department of Communities | 2008–09 Annual Report Disability, Home and Community Care, and Community Mental Health Services

Part 1b.indd 56 12/11/2009 10:24:32 AM Graph 7: Care in the community Number of people receiving government- and home funded respite services Funding for the Home and Community 6,000 4,721 Care (HACC) program was increased 4,799 5,060 through contributions from the Queensland 5,000 and Commonwealth governments. 4,451 We also increased our support for

4,000 3,751 non-government organisations to deliver

5,152–5,518 non-clinical mental health services. 5,122–5,494 5,450–5,830 3,000 Budget for HACC increases HACC is jointly funded by the Queensland and 2,000 Commonwealth governments. Through the HACC program, frail older people and younger people with a disability are given basic support 1,000 and maintenance services. Carers are also

NA1 NA1 supported through the provision of respite 0 and counselling. The aim is to support people 2 3 3 2004–05 2005–06 2006–07 2007–08 2008–09 living in their own homes and involved in their Target Result community for as long as possible, helping to avoid premature or inappropriate admission to The number of people receiving respite services long-term residential care. funded or provided by government has increased by 1,309 or 34.9 per cent since 2004–05. The Commonwealth Government advises that Notes: HACC client numbers in Queensland rose to NA = Not applicable. 163,000 in 2008–09. 1. Targets were in place for this performance measure from 2006–07. Funding was provided to 313 non-government 2. A proportion of increased funding was used to develop organisations and 60 state and local infrastructure to deliver more services. This resulted in government agencies. This enabled them to a lag in the actual increase in service numbers. provide a broad range of services, including: 3. Additional funding was also used to provide extra respite support to existing clients. As a result, the • meals, the majority provided through Meals number of new clients accessing respite was slightly on Wheels less than anticipated. • transport • home support services, such as personal care, social support and home What we will do in the future maintenance • coordinated care, including counselling, In 2009–10, we will: advocacy and case management • provide respite for an additional 100 adults • clinical and specialist care, such as nursing and children with an intellectual disability and allied care health care • open a new purpose-designed respite • centre-based day care facility at Ashgrove to replace an existing • home modifi cations (for example hand rails respite facility at Boondall. and ramps) • information and education.

Disability, Home and Community Care, and Community Mental Health Services Department of Communities | 2008–09 Annual Report 57

Part 1b.indd 57 12/11/2009 10:24:32 AM The budget for ongoing delivery of the These advisory services will also improve HACC program was $384.3 million, an the ability of HACC service providers to increase of $39.2 million from 2007–08. support people with dementia and people The Commonwealth Government contributed from culturally and linguistically diverse 64.64 per cent of funds, and our department backgrounds. contributed the remaining 35.36 per cent. HACC service delivery New specialist HACC services HACC is a large program delivering more In April 2009, the Commonwealth Minister for than 8.1 million service hours, more than two Ageing, and Queensland Minister for Disability million meals, more than 1.5 million transport Services jointly announced $1.3 million trips and 1,063 home modifi cations annually in funding for the establishment of new (see Table 10). regional Dementia Advisory and Support services for HACC eligible people with In 2008–09, HACC changed the way it dementia and their carers. purchases services. An open-tender process, trialling new technology, was used to purchase We also announced $1.1 million for new additional high-demand services across all regional Multicultural Advisory Services to regions. This has encouraged new providers into improve support to HACC eligible people HACC’s market base and given existing service from culturally and linguistically diverse providers an opportunity to expand their range backgrounds. of services or their geographical coverage.

Table 10: Performance measure

Number of HACC services provided1 2008–09 target2 2008–09 result3 Home support services 4,844,636 hours 3,886,939 hours Coordinated care services 260,307 hours 280,935 hours Clinical and specialist care 1,091,712 hours 898,496 hours Centre-based day care 3,675,408 hours 3,098,535 hours Home modifi cations4 432 modifi cations 1,063 modifi cations Meals 2,393,548 meals 2,499,980 meals Transport 805,840 trips 1,549,140 trips We are committed to supporting people with a functional disability who choose to continue living at home. Notes: 1. This measure was introduced in 2008–09, therefore, no data is available before this period. 2. The 2008–09 targets were estimated using contracted hours at the end of 2007–08 and adding outputs that, as shown in the HACC Queensland Triennial Plan, were expected to be purchased with 2008–09 growth funds. 3. The allocation of 2008–09 growth funds was not fi nalised as expected by 30 June 2009, so the results represent the outputs from services ‘in contract’ by that date, as reported through the HACC Minimum Data Set. 4. The target fi gure was an estimate for major home modifi cations only, based on an approximate cost of $20,000 per modifi cation. However, the average cost of home modifi cations completed in 2008-09 by service providers funded through Housing and Homelessness Services was $5,800. HACC provides funding to Housing and Homelessness Services to deliver major home modifi cations (refer to page 75 for details), and to a range of other service providers to undertake minor home modifi cations.

58 Department of Communities | 2008–09 Annual Report Disability, Home and Community Care, and Community Mental Health Services

Part 1b.indd 58 12/11/2009 10:24:32 AM Implementing this new approach has conducts basic screening, assessment and resulted in a longer operational process referral for community aged care services, and subsequent delays in allocating growth including HACC. funding in 2008–09 which is refl ected in lower The project began operating in the than anticipated performance fi gures. Rockhampton region in May 2008, expanding HACC National Service Standards reviews are to Gladstone, Banana and Central Highlands performed on a rolling three-year cycle and all in January 2009 and to Wide Bay in March HACC service providers are to be reviewed 2009. Total funding of $307,302 was allocated once during this period. The HACC program in 2008–09 to three organisations to deliver achieved this target in the second three-year the service. cycle of the HACC National Service Standards A national evaluation of the Access Point project reviews, between 1 January 2006 and was undertaken, with the results to inform the 31 December 2008. These reviews are future directions of this initiative in collaboration performed by an external agency, Institute with the Commonwealth Government. for Healthy Communities Australia Ltd (see Table 11). Interface improved From January to June 2009, HACC, through The HACC program is part of a broader the Institute for Healthy Communities Australia framework of community, specialist disability Ltd, provided additional support and education and health services funded through the for 38 service providers who had received Commonwealth Government, Queensland a poor or basic rating at their last National Government, or through joint funding, to Service Standards review. provide a continuum of care in the community for frail older people and younger people with Processes streamlined a disability. The HACC program is managing the In Queensland, collaboration between HACC implementation of the Commonwealth and specialist disability service providers Government-funded Queensland Community occurs at the local level through service Care Access Point demonstration project provider forums, case conferencing and which offers community information and coordinated service delivery.

Table 11: Performance measure Number of Home and Community Care service provider organisations reviewed using the National Service Standards instrument 2007–081 2008–09 Target 300 250 Result 2352 1253 In 2008–09, 125 of the 250 HACC service provider organisations were reviewed. Notes: 1. This measure was changed in 2007–08 from measuring ‘projects’ to ‘service provider organisations’ to more accurately refl ect current business operations. Therefore, data on service provider organisations reviewed before 2007–08 is not available. 2. The result was lower, primarily due to a number of providers either merging or relinquishing their contracts 3. Reviews are performed under a rolling program, with all providers reviewed once every three-year period. The most recent cycle of reviews ended on 31 December 2008, and a new cycle has not yet commenced, pending the implementation of new standards by the Commonwealth Government. As reviews were only conducted for six months of the 2008–09 reporting period, the actual result is half of the target.

Disability, Home and Community Care, and Community Mental Health Services Department of Communities | 2008–09 Annual Report 59

Part 1b.indd 59 12/11/2009 10:24:32 AM While the majority of HACC clients are over sector to support Queenslanders with mental the age of 65, HACC also provides services health issues. Our programs focus on to younger clients. Many of these younger supporting people with a moderate to severe clients also receive support through other mental illness being discharged from hospital disability programs administered by our and correctional facilities to increase their department. HACC services remain in chance to be successfully integrated into place as the person with a disability ages, community living. subject to ongoing review of their priority of need for basic support and maintenance Transitional recovery services. The Transitional Recovery Program provides short to medium-term support and Assessment improved accommodation to people with a mental illness Ongoing Needs Identifi cation (ONI) is the main to help them transition from mental health screening tool used by HACC service providers acute in-patient hospital care to independent to assess consumer eligibility and support community living. In 2008–09, three locations needs. have been identifi ed — Gold Coast, Logan and Caboolture. A fourth location will be It helps to identify the need for more identifi ed in 2009–10. comprehensive specialist assessments, such as a mental health assessment or the Aged Care The program funds the non-government Assessment Team. It also provides a consistent community mental health sector to provide method for capturing client information and targeted rehabilitative psychosocial matching each client to appropriate services. interventions in time-limited accommodation. In July 2009, the Minister offi cially launched During the reporting period, the tool was used by the program on the Gold Coast, where it is HACC service providers, with departmental staff anticipated up to 64 people will be supported providing support and advice when required. by the program over 12 months. The ONI is also being used in a new context The procurement processes for Logan and through the Queensland Community Care Caboolture have been fi nalised and the Access Point demonstration project, which successful non-government service providers streamlines access to community services, for these locations will be announced in including HACC, and matching eligible clients 2009–10. more effectively to service providers. Eligible clients are given service information Resident recovery and supported to make an informed choice The Resident Recovery Program supports about referral to service providers that best people with a mental illness about to be meet their needs. Where the person is not discharged from in-patient mental health care eligible for HACC services, information and into short-term private residential services. referral to other service options is provided. Clients are supported to develop skills to self-manage mental and general health care, Mental health programs improve social interaction and community inclusion and connect with vocational or While Queensland Health has primary employment support. responsibility for mental health services, our department plays an important role in In 2008–09, $0.57 million was allocated to assisting the community and non-government Nextt Health and nearly $0.6 million was

60 Department of Communities | 2008–09 Annual Report Disability, Home and Community Care, and Community Mental Health Services

Part 1b.indd 60 12/11/2009 10:24:32 AM Frail older people and young people with a disability were supported in their homes and communities through our HACC program.

allocated to Footprints to provide the program Community sector support in two inner-Brisbane locations. When fully operational, the program will support up to To support the community mental health 190 people. sector to develop a viable and appropriately trained workforce, our department provided Transitioning program funding, including: • $1 million to enable the Queensland The Transition from Correctional Facilities Alliance to employ sector development program funds non-government organisations workers and provide grants to regional to provide non-clinical support to people with organisations to improve services a mental illness transitioning from correctional • $0.3 million to Health and Community facilities to the community. This program Services Workforce Council to contract operates in Cairns, Townsville and across statewide mental health legal and ethical south-east Queensland. training, as well as leadership and In 2008–09, we allocated $0.4 million to governance training the program, which has recently begun • $0.3 million to Self Help Queensland to preparing to take referrals from the Townsville enable statewide training and support to Correctional Facility and the Lotus Glen mental health support groups Correctional Facility in Mareeba. The program • $0.15 million for training of mental health established in south-east Queensland has leaders in the development of recovery- received, on average, six to seven referrals a oriented mental health services. month during the 2008–09 period.

New respite and care service for Logan Central

In February 2009, MultiLink opened a day respite and community centre that will support 250 Queenslanders from 46 ethnic backgrounds each year in the Logan and Beenleigh areas. Multilink received $228,932 through the Home and Community Care program to modify a four- bedroom home into the much-needed facility. The centre enables eligible people to socialise and participate in activities such as bingo, tai chi, low-impact exercises, craft and musical activities. By providing a safe and enjoyable experience for people with a disability, the centre enables families to take a break from their day-to-day responsibilities, giving them some precious time for some self-care and relaxation. MultiLink also receives annual funding of more than $1 million from our department to deliver social support, nursing care, personal care, respite and centre-based day care, client care coordination, transport, counselling and advocacy services.

Disability, Home and Community Care, and Community Mental Health Services Department of Communities | 2008–09 Annual Report 61

Part 1b.indd 61 12/11/2009 10:24:33 AM What we will do in the future In 2009–10, we will: • launch Young People in Community Residential Care — an early intervention initiative to support young people showing the early signs and symptoms of mental health problems. The program will address young people’s social and emotional needs and engage the family, friends and key supports of the young person to maintain a connection with their social networks and normal life activities • establish social enterprises to employ people living with mental illness and create employment options for people who would otherwise have diffi culty gaining and maintaining employment. Allocations of up to $0.2 million will be provided to social enterprises demonstrating viable business plans and strategies to employ people with mental illness.

62 Department of Communities | 2008–09 Annual Report Disability, Home and Community Care, and Community Mental Health Services

Part 1b.indd 62 12/11/2009 10:24:38 AM Housing and Homelessness Services

What we aim to achieve: • integrated social housing and housing services delivered to low-income households for the duration of their need • low-to-moderate-income households in the private market are supported • sustainable communities • improved homelessness services. Our strategic plan performance measures: • total number of households assisted with social housing (page 66) • total annual increase of social housing dwellings (page 66) • percentage of social housing allocations to households in highest need (page 66) • percentage of clients satisfi ed with social housing (page 66) • percentage of dwellings without overcrowding (page 66) • number and percentage of planned service reviews of registered providers conducted (page 66) • number and percentage of all eligible providers managing more than 100 tenancies that have achieved accreditation (page 66) • total number of households assisted to access or sustain private market tenure (page 73) • percentage of private housing assistance clients satisfi ed with the overall level of service (page 73) • satisfaction with the Community Renewal zone as a place to live (page 75) • percentage of funding contributed by partner agencies in Community Renewal (page 75) • percentage of Community Renewal projects with service integration outcomes (page 75) • percentage of closed support periods where all the Supported Accommodation Assistance Program clients’ case management goals were achieved (page 69)

We provided more than 78,600 Queensland households with social housing assistance and supported a further 186,000 households in the private market this year.

Part 1b.indd 63 12/11/2009 10:24:45 AM Integrated social housing and page 65). We achieved this through funding of $490 million which included $125 million housing services from the Queensland Future Growth Fund We assisted more than 78,600 Queensland and $45.9 million from the Commonwealth Government’s Nation Building and Jobs Plan. households with social housing in 2008–09. This investment improved social housing in This included more than 13,000 Indigenous Queensland and included: households and 26,900 households with a • adding 734 rental units to the government- person with a disability. managed social housing portfolio, as well as commencing construction on a further Social housing is funded or subsidised by 698 our department to assist households who are unable to access or retain affordable or • providing grants for community-managed social housing which: appropriate housing in the private housing market. We own and manage accommodation − enabled community organisations to for low-and-moderate-income clients needing lease and manage 1,835 properties long-term housing. We also provide grants to from the private rental market, registered community and local government including 82 properties for tenancies housing providers (including Indigenous under the Rent Start pilot councils and housing companies) to construct, − supported housing companies to manage and lease accommodation for clients progress the construction of 52 with a short, medium or long-term housing affordable housing dwellings. need. Our performance this year is shown in Table 12 on page 66. Affordable housing We are committed to the National Affordable More social housing Housing Agreement that aims to ensure all Australians have access to affordable, safe Market movements and falling interest rates and sustainable housing that contributes in 2008–09 improved affordability for some to social and economic participation. This fi rst-homebuyers and existing homeowners. agreement by the Council of Australian However, continued population growth and a Governments, which replaced the former lack of supply of newly constructed housing Commonwealth State Housing Agreement on meant that signifi cant price falls similar to 1 January 2009, initiates whole-of-government those seen in other states, did not occur in reforms in tackling the problem of housing Queensland’s major centres. affordability. Vacancy rates across Queensland remain The Commonwealth Government allocated low and median rents have increased in $1.208 billion to Queensland over a fi ve- many locations. This is expected to continue year period as part of this agreement. With in 2009–10. As a result of these economic links to the social housing component of the pressures that impact on the private market, Nation Building and Jobs Plan, this agreement the demand for social housing for low-income is supported by National Partnerships households is increasing. Agreements that aim to deliver the following In response to the pressure placed on outcomes: social housing in Queensland in 2008–09, • Social housing — Queensland will expend we increased the total number of social $80.1 million in Commonwealth funding housing dwellings owned or funded by our over two years to provide additional social department to 66,369 (refer to Graph 8 on housing through construction, improved

64 Department of Communities | 2008–09 Annual Report Housing and Homelessness Services

Part 1b.indd 64 12/11/2009 10:24:50 AM housing opportunities for Indigenous $40 million in 2009–10 for repairs and people and accommodation options to maintenance of existing social housing stock assist people who are homeless or at risk to extend the life of older stock and increase of homelessness to transition to secure the number of disability-modifi ed dwellings. long-term accommodation. • Reduced homelessness — Queensland Housing assistance improved will receive $135.1 million in Commonwealth Back in January 2006, we introduced one funding over fi ve years to reduce social housing system to deliver more homelessness, including $35.7 million over integrated, effective and effi cient housing fi ve years for the initiative A Place to Call assistance. Today we now see common points Home. Queensland will complement this of entry for clients, a standardised needs investment through $149.5 million in funding over fi ve years, including $46.5 million for A Place to Call Home. Graph 8: • Reduced Indigenous disadvantage — Dwellings owned or funded by the Department Queensland will expend $1.156 billion in of Communities

Commonwealth funding over 10 years to 80,000 improve housing amenity for Indigenous 874 1,515 1,013 970 (1.3%) people and reduce overcrowding, 70,000 226 (2.4%) (1.6%) (0.4%) (1.6%) particularly in remote areas and discrete 66,369 64,482 65,495 62,967 Indigenous communities. This agreement 60,000 61,997 will result in 1,141 new dwellings, 1,216

major upgrades, repairs and maintenance, 50,000 the provision of tenancy management

services and housing-related infrastructure 40,000 and employment outcomes. 30,000 Housing creates jobs The department’s signifi cant capital program 20,000 in social housing plays a critical role in generating job opportunities and contributing 10,000 to our country’s future economic growth. 0 February 2009 saw the introduction of the 30 June 30 June 30 June 30 June 30 June Commonwealth Government’s $42 billion 2005 2006 2007 2008 2009 Nation Building and Jobs Plan, which will Total social Increase from housing 30 June the increase the nation’s social housing portfolio dwellings previous year with up to 20,000 new dwellings, of which an The number of dwellings owned or funded by estimated 4,500 will be in Queensland. the department has increased by 4,372 since 30 June 2005. Through this plan, Queensland will receive an estimated $1.2 billion in Commonwealth Notes: 1. The Department of Housing’s 2007–08 Annual Report funding consisting of: indicated a total of 65,456 social housing dwellings, • $138.6 million to accelerate planned capital an increase of 974 from the previous year. These fi gures did not include social housing dwellings under works during 2008–09 and 2009–10 the Rent Start or Queensland Indigenous Alcohol • $1.062 billion for new construction between Diversion pilots. 2009–10 to 2011–12 2. This is a key measure from the former Department of • $40 million in 2008–09 and a further Housing’s 2008–2013 Strategic Plan.

Housing and Homelessness Services Department of Communities | 2008–09 Annual Report 65

Part 1b.indd 65 12/11/2009 10:24:50 AM assessment process and a single housing housing needs. In 2008–09, we continued to register, all of which help achieve a positive achieve this outcome through the following and fairer outcome for households with initiatives.

Table 12: Our performance at a glance Performance measure Key measures 2004–05 2005–06 2006–07 2007–08 2008–09 2008–09 result result result result target result Total number of households assisted with 72,715 74,582 78,656 78,138 81,758 78,647 social housing Total annual increase of social housing 226 970 1,515 1,013 1,260 874 dwellings1 (0.4%) (1.6%) (2.4%) (1.6%) (1.9%) (1.3%) Percentage of social housing allocations NA NA NA NA NA 59% to households in highest need2 Percentage of clients satisfi ed with social housing3 – Aboriginal and Torres Strait Islander NA 71% NA 74% NA NA Housing – Public Rental Housing NA 78% NA 81% NA NA – Community Housing NA 85% NA 79% NA NA Percentage of dwellings without NA 98.9% 98.8% 98.7% NA 98.9% overcrowding Number and percentage of planned NA NA NA 3 NA 6 service reviews of registered providers (100%) (54.5%) conducted4 Number and percentage of all eligible NA NA NA 4 NA 1 providers managing more than (27%) (7.1%) 100 tenancies that have achieved accreditation5 We increased the number of social housing dwellings we own or fund by 1.3 per cent. Notes: NA = Not applicable. 1. The 2008–09 result was below target due to contractor diffi culties and construction delays, particularly in remote areas, as well as adverse and extreme weather conditions across Queensland during the year. While the increase in social housing dwellings target was not achieved, the department’s commencements target was exceeded. Includes department-owned and funded, and privately owned rental units managed by not-for-profi t community organisations. Annual increase of social housing dwellings is not equal to the number of dwellings added to the portfolio in a fi nancial year due to other factors, such as sales to tenants or demolition/removal of dwelling/s from a site to enable further construction. 2. Performance measure was introduced in 2008–09. 3. Source: Report on Government Services 2008, based on results from the 2007 National Social Housing Survey results. Surveys undertaken biannually. 4. Eleven service reviews were scheduled for 2008–09, however, a number of these were deferred during the caretaker convention period leading up to the March 2009 State Election. These reviews have been rescheduled to occur in 2009–10. 5. Of the 12 organisations that will manage more than 100 tenancies following amalgamation processes in 2008–09, one has retained accreditation, two will not complete the accreditation process until amalgamations are completed, four are being assessed for accreditation and the remaining fi ve are scheduled for evaluation by January 2010.

66 Department of Communities | 2008–09 Annual Report Housing and Homelessness Services

Part 1b.indd 66 12/11/2009 10:24:50 AM Construction of new social housing, as well as repairs and maintenance to existing properties, is progressing across the state.

New intake and assessment process • identify any problems or barriers hindering In September 2008, we introduced a new a smooth implementation client intake and assessment process — a key • identify what processes and component of one social housing system. This arrangements could be improved in process allows our department to identify the the future. level and nature of applicants’ housing needs, so those in greatest need can be assisted fi rst By further developing one social with the most appropriate product or service housing system, we will see the that meets their needs. implementation of new service delivery arrangements for housing providers that are The process ensures that clients are placed on funded under the Community Rent Scheme, the housing register in segments that refl ect Community-Managed Housing — Studio their housing needs. Since implementing this Units and Same House Different Landlord new process, 92.8 per cent of clients assisted programs. This will lead to total integration with government-managed long-term social of housing assistance services across all housing have come from the very high social housing providers in the state in (59 per cent) and high (33.8 per cent) needs 2009–10. segments on the housing register.

Reviewing social housing Indigenous housing improved In 2008–09, we commenced a review of the Since January 2009, we have been working implementation of one social housing system, with the Commonwealth Government including a detailed appraisal of the client and 81 funded Indigenous community- intake and assessment process, to: managed housing organisations to • ensure that programs were on track and progressively transition the organisations implemented as planned and their associated housing assets into our

Building a better future for Queensland

Queenslanders are already reaping the benefi ts of the Commonwealth Government’s Nation Building and Jobs Plan, announced in February 2009. Queensland communities have seen the construction start on new social housing dwellings, as well as repairs and maintenance on existing social housing properties. Under this initiative, the fi rst project in north Queensland commenced in Hyde Park, Townsville, in May. The six, two-bedroom apartment development is scheduled to be completed in early 2010, with a budget of nearly $1.8 million. Work also began on two one-bedroom apartments and 18 two-bedroom apartments in Beenleigh, which are expected to be completed by April 2010, at a cost of more than $5.4 million. In Kippa-Ring, construction commenced on nine three-bedroom townhouses at a cost of $2.5 million, to provide families with much-needed accommodation. Residents in Redcliffe have also benefi ted from the repairs and maintenance program which will be undertaken over the next two years. Maintenance work, at a cost of just over $200,000, was completed on their homes in June 2009.

Housing and Homelessness Services Department of Communities | 2008–09 Annual Report 67

Part 1b.indd 67 12/11/2009 10:24:50 AM department’s one social housing system. This • replacing 22 dwellings will enable a single level of service delivery • upgrading 254 existing dwellings for Indigenous community housing across • purchasing 15 dwellings outside of Queensland. Indigenous communities to give eligible families the opportunity to relocate off an Our department has met with most of these Indigenous community organisations to discuss options for them to • maintaining 4,096 dwellings. voluntarily transition into one social housing system. Some have joined as registered We continued to offer tenancy management providers, merged with another registered assistance to Indigenous councils as part provider, or have transferred their assets to of our Housing Improvement Program. This the department to own and manage. involved continuing tenancy management responsibilities on behalf of the Lockhart At 30 June 2009, 15 organisations had agreed River, Wujal Wujal and Napranum Aboriginal to operate within one social housing system, shire councils and the former Kubin with some as registered providers. A total of Community Council. Rent collection rates 332 properties transitioning into the system in these communities continue to improve, have been identifi ed for refurbishment. as indicated by the dramatic reduction in some areas in the number of accounts in Assisting Indigenous communities rent arrears greater than four weeks — from In 2008–09, we expended $61.7 million on about 63 per cent when our department initiatives to improve housing assistance assumed tenancy management responsibility provided by Indigenous councils in discrete in November 2006 to just over 13 per cent in communities including: June 2009. • constructing 54 dwellings, that commenced We also commenced tenancy management in 2008–09 or previous years, including 12 responsibilities on behalf of the Hope Vale factory-built homes and Doomadgee Aboriginal shire councils,

Table 13: Households assisted through long-term social housing 2004–05 2005–06 2006–07 2007–08 2008–09 New households assisted through long-term social housing Government-managed housing1 4,369 4,892 4,774 4,572 4,454 Community-managed housing 2 987 1,296 1,314 1,006 1,379 Total 5,356 6,188 6,088 5,578 5,833 Total households assisted through long-term social housing Government-managed housing1 55,567 56,088 56,597 57,163 57,678 Community-managed housing2 4,303 5,598 9,257 8,934 8,798 Total 59,870 61,686 65,854 66,097 66,476 Since 2004–05, the total number of households assisted through long-term social housing has increased by 6,606 or 11 per cent. Notes: 1. Government-managed housing includes public rental housing and Aboriginal and Torres Strait Islander rental housing. 2. Community-managed housing includes the Housing Improvement Program for Indigenous communities, Long- Term Community Housing Program, Community-Managed Housing — Studio Units and the Brisbane Housing Company.

68 Department of Communities | 2008–09 Annual Report Housing and Homelessness Services

Part 1b.indd 68 12/11/2009 10:24:54 AM Improving housing services for Indigenous communities across the state remains a priority.

and fi nalised funding agreements with the Addressing homelessness Commonwealth Government to commence Homelessness affects Queenslanders from tenancy management of about 850 rental all social and economic groups. People who units at Aurukun, Palm Island and Yarrabah. are affected by homelessness can become Helping those in highest need disconnected from society, impacting on the whole community. The government’s Longer-term social housing goal is to ensure that people experiencing homelessness have access to accommodation In 2008–09, we continued to provide long- and support through an integrated service term social housing assistance to people system, which will give them opportunities to on low incomes who could not fi nd suitable re-engage with the community, live a stable accommodation in the private market. As life and build a better future. shown in Table 13 on page 68, more than 66,400 Queensland households have been In 2008–09, we continued to work with assisted through government-managed and funded non-government organisations under community-managed long-term social housing. the Supported Accommodation Assistance Program (SAAP) — the primary national Housing arrangements stabilised response to homelessness. In January 2009, Transitional housing assistance provides SAAP ceased and was incorporated under rental housing for people on low incomes the National Affordable Housing Agreement with severe and immediate housing needs. and included in the National Partnership In 2008–09, we provided $14.7 million in grant Agreement on Homelessness. funding to 25 registered providers to manage 1,816 properties under the Community Rent A total of $72 million was allocated to 228 Scheme, comprising 244 department-owned service providers across Queensland for crisis and 1,572 privately head-leased properties. and transitional supported accommodation, Community housing providers also managed outreach information and referral services and 93 department-owned properties under the early intervention services. Same House Different Landlord program. The Queensland Government’s Responding In August 2008, we also expanded the Rent to Homelessness Strategy focused on building Start pilot beyond the original locations of existing initiatives and establishing new the Gold Coast and the Sunshine Coast, into and innovative strategies to assist people Cairns and Townsville. This pilot provided rent experiencing homelessness in Queensland. subsidies to 82 households, allowing them to We continued a range of initiatives under this achieve stability and independence. strategy in 2008–09.

Table 14: Our performance at a glance Performance measure Key measures 2007–08 2008–09 2008–09 result target result Percentage of closed support periods where all the 30.8% 25% NA1 Supported Accommodation Assistance Program client’s case management goals were achieved1 Our 2009–10 result will be reported in next year’s annual report. Notes: NA = Not available. 1. 2008–09 results are not available until January 2010.

Housing and Homelessness Services Department of Communities | 2008–09 Annual Report 69

Part 1b.indd 69 12/11/2009 10:24:54 AM Our key achievements were: Funding crisis accommodation • completing construction of a multi-storey Crisis accommodation assists people who studio apartment complex of 34 studio units are homeless, or at risk of homelessness, in in the Lady Bowen Complex for long-term crisis, or in need of support, to move towards accommodation independent living. Graph 9 shows the total • enhancing the Community Rent Scheme number of households we have assisted through the allocation of $1.1 million to 16 over fi ve years, which include families, young housing providers to provide transitional people, single people, people escaping housing for people displaced by private domestic and family violence and Aboriginal residential services closures and Torres Strait Islander Queenslanders. • operating homeless service hubs in Assistance is also provided through the Crisis fi ve locations, homelessness early Accommodation, Drug Court Residential intervention services across Queensland, program and Queensland Indigenous Alcohol and Homeless Persons Information Diversion program. Queensland, the statewide homelessness call centre. This service, which averages 400 calls per week, also provides practical information about where to get meals, showers and clothing • providing additional crisis and transitional Graph 9: supported accommodation services in the Households assisted through provision of Cairns, Townsville, Mount Isa, Sunshine crisis accommodation Coast and the Gold Coast • assisting 219 clients at Roma House 10,000 in Spring Hill under the Responding to Homelessness initiative. Roma House is 8,000

property and tenancy managed by Mission 1 Australia to provide short-term, intensive supported accommodation for up to 37 chronically homeless clients at a time. 6,000 The evaluation of the Responding to Homelessness Strategy, completed in 9,638 9,920 9,011 9,723 8,873 December 2008, found the four-year strategy, households assisted Total 4,000 which began in 2005–06, had resulted in an increase in the quantum of services, accommodation and support available to 2,000 homeless people. Under A Place to Call Home, we assisted 0 22 families into social housing in 2008–09. 2004–05 2005–06 2006–07 2007–08 2008–09 Commencing in July 2008, this joint Crisis accommodation assists people who are Commonwealth and state government homeless, or at risk of homelessness. initiative over fi ve years, will provide 143 new dwellings in Queensland and other support Note: services to facilitate long-term housing 1. Results before 2007–08 do not include the for families who are homeless or at risk of Queensland Indigenous Alcohol Diversion Program as the pilot commenced in 2007–08. homelessness.

70 Department of Communities | 2008–09 Annual Report Housing and Homelessness Services

Part 1b.indd 70 12/11/2009 10:24:55 AM In 2008–09, we invested $11.6 million to employment and training, living skills, add 19 units of accommodation to the Crisis and strengthening family and community Accommodation Program. We also provided connectedness. $5.8 million in grant funding to community organisations to manage 1,173 department- Investigations commenced with the owned units of accommodation and head-lease Department of Justice and the Attorney- an additional 182 units of accommodation from General into options to expand the the private rental market. Drug Court Program into the Brisbane metropolitan region. In addition, we provided $65 million in grant funding to 195 community organisations Piloting innovative services to deliver the support for accommodation Up to 15 units of accommodation were also services across Queensland, including leased and managed to continue the pilot of new crisis and transitional supported the Queensland Indigenous Alcohol Diversion accommodation services in the Gold Coast, Program. This collaborative arrangement Cairns, Townsville, Mount Isa and the between Queensland Government agencies Sunshine Coast. aims to break the alcohol-crime cycle by The most recent data provided by the involving eligible Indigenous people in treatment and case management programs to Australian Institute of Health and Welfare reduce Indigenous over-representation in the shows that SAAP services in Queensland criminal justice system. provided 31,000 support periods in 2007–08, of which 15,000 involved supported The program is being piloted in three accommodation, to 20,400 clients (note that regions: Cairns (including participants clients may have had more than one support from Yarrabah), Townsville (including period). participants from Palm Island), and Rockhampton (with participants from In 2008–09, we also leased and managed Woorabinda). In 2008–09, non-government an additional 20 units of accommodation in organisations with demonstrated cultural south-east Queensland and north Queensland competence in each of the three regions through the Drug Court Program. This delivered support services to 65 program collaborative Queensland Government participants residing in the accommodation arrangement aims to address illicit drug provided. use and break the cycle of drug addiction and crime by diverting offenders who are Supported accommodation services include dependent on illicit drugs away from the supporting the development of independent criminal justice system and into treatment. living skills, support to achieve personal goals, and engagement in culture-strengthening We continued to fund non-government activities. Service provision extends to support organisations in each of the fi ve Drug Court for family members residing with program locations (Cairns, Townsville, Ipswich, participants. Beenleigh and Gold Coast) to deliver support services to more than 90 Drug Court participants, some with partners and/ or children, residing in the accommodation provided. Drug Court accommodation support services are targeted to assisting clients to become independent and self-reliant, and includes support to attain long-term housing,

Housing and Homelessness Services Department of Communities | 2008–09 Annual Report 71

Part 1b.indd 71 12/11/2009 10:24:56 AM We also fund non-government service What we will do in the future providers to deliver: • information, advocacy and advice to In 2009–10, we will: tenants • assist more than 79,000 households • information, referrals and assistance for with social housing, including Indigenous home maintenance, repairs, modifi cations households and home security for people with a • deliver additional social housing and disability and for people 60 years and over improve existing dwellings • home modifi cations for frail aged people • deliver more than 190 new constructions and people with a moderate or severe on Indigenous communities, replace two disability to prevent their premature entry dwellings and upgrade more than 1,300 into a hostel, nursing home or similar dwellings facility. • seek to reduce the overall number of homeless people in Queensland by Access to private rental implementing the Homelessness National Partnership Agreement and building on accommodation the success of existing homelessness RentConnect, ConnectPoint programs • continue to work with non-government We commenced RentConnect on 1 July 2008 organisations in the housing sector to assist Queenslanders having diffi culty to align them with one social housing fi nding and securing a tenancy in the private system, and in doing so, improve the rental market. capacity of providers to deliver integrated In September 2008, we piloted our and effi cient services for Queenslanders. RentConnect advisory service in two locations — Caboolture and central Queensland. By 30 June 2009, we interviewed more than Support in the private market 300 clients at these locations, of which 110 clients (almost one-third) were known to have We assisted a record 185,636 households secured private rental tenancies. Our new in the private market in 2008–09 ConnectPoint service, self-service computer (up 2.8 per cent compared with last year). workstations and printers, were also available A trial of an innovative new product, in these locations to help clients search, apply RentConnect, was implemented to assist for and start a rental tenancy. eligible clients to secure a tenancy in the private rental market reducing the demand Financial assistance for renters for social housing. In 2008–09, we provided fi nancial assistance to Queenslanders to access or maintain Our department directly provides a range of accommodation in the private market, including: services to assist low-to-moderate-income earners to either access and maintain • 14,614 interest-free bond loans, at a cost accommodation in the private rental market of $14.3 million, for people who could or enter into home ownership. This includes not afford to pay a full bond to move into Bond Loans, Mortgage Relief and services private rental accommodation such as RentConnect. Our performance this • 1,173 rental grants, at a cost of year is shown in Table 15 on page 73. $0.5 million, as a once-only payment

72 Department of Communities | 2008–09 Annual Report Housing and Homelessness Services

Part 1b.indd 72 12/11/2009 10:24:56 AM Home Assist Secure services have helped older people and people with a disability remain in their own homes.

of two weeks rent to help meet some ensured that tenants for these properties of the costs of moving into private rental are sourced from the department’s housing accommodation. These grants are offered register. to people exiting crisis accommodation, correctional centres, community-based rent By 30 June 2009, two requests for schemes and mental health facilities, as well submissions by developers/investors were as people subjected to domestic violence. progressed under this scheme, with the fi rst round resulting in nine successful proposals In addition, our department managed a that will provide 834 new dwellings in bond loan portfolio of 25,046 accounts as Queensland. In 2008–09, the scheme assisted at 30 June 2009. seven households with rental accommodation in the private market, following referral from Affordable housing the housing register. The National Rental Affordability Scheme is a Commonwealth Government initiative Help to remain in own home to stimulate the supply of up to 50,000 new affordable rental dwellings across Australia In 2008–09, we funded community over the next 10 years. Queensland expects organisations to deliver maintenance and to benefi t from about 10,000 of these new modifi cation services to assist aged people dwellings by 2012. This scheme is linked to and people with a disability to remain in our department’s one social housing system their homes. Home Assist Secure providers by providing clients who have lower levels assisted 59,062 households by providing of housing need with alternative lower-cost free information and referrals, and assistance housing solutions. In Queensland, we have with home maintenance, repairs, minor home

Table 15: Our performance at a glance Performance measure Key measures 2004–05 2005–06 2006–07 2007–08 2008–09 2008–09 result result result result target result Total number of households assisted 166,073 168,165 176,865 180,649 173,313 185,636 to access or sustain private market tenure Percentage of private housing assistance clients satisfi ed with the overall level of service1 − Home Loans 94% NA 92% NA 85% 96% − Home Assist Secure NA 94% NA NA NA 95%2 − Bond Loans NA 97% NA 95% NA NA − Tenant Advice and Advocacy NA NA 96% NA 90% NA Service3 We assisted a record number of households in the private market. Notes: NA = Not applicable. 1. Surveys are conducted either biennially or triennially. 2. The Home Assist Secure survey was completed in 2007–08, however the results were not available until September 2008. The Department of Housing 2007–08 Annual Report included the target fi gure of 85% as the 2007–08 result. Actual results for this survey are provided in the 2008–09 column. 3. No survey was undertaken in 2008–09 as clients were interviewed as part of an extensive program evaluation during 2008–09. As a result of this evaluation, recommendations for improvements to the service will be implemented during 2009–10. A survey will be undertaken following implementation of these recommendations.

Housing and Homelessness Services Department of Communities | 2008–09 Annual Report 73

Part 1b.indd 73 12/11/2009 10:24:56 AM modifi cations and home security, at a cost of The program also aims to provide information $14.4 million. and referral to help people in housing need access safe, secure and affordable housing. Community organisations were also funded Through this program, our department to deliver 1,063 major modifi cations to homes granted $4 million in 2008–09 to non-profi t under the Home and Community Care Home organisations to deliver tenant advice and Modifi cation Service to prevent premature advocacy services. A further $0.8 million was entry into a hostel, nursing home or similar also allocated to a large number of service facility. This service provided information, providers to assist clients affected by closures assessment, project management and/or of residential services facilities. fi nancial assistance with home modifi cations at a cost of $7.5 million. Supporting home-ownership Advice and advocacy for tenants We support the goal of many Queenslanders More than 79,500 Queensland households to own their own homes. During 2008–09, were provided with advice and advocacy we provided 26 housing loans, at a cost services in 2008–09. The Tenant Advice of $5.3 million, for nine new homeowners and Advocacy Service (Queensland) gives who had diffi culty obtaining fi nance from a tenants and residents access to information, fi nancial institution to purchase homes and advocacy and advice about their rights 17 households to purchase a share of their and responsibilities under the Residential social rental properties. This support allows Tenancies Act 1994 and the Residential a prospective buyer to apply for a loan to Services (Accommodation) Act 2002, which purchase a share of their rental home and will be superseded by the Residential enter into a co-ownership agreement with Tenancies and Rooming Accommodation Act the department, which retains the remaining 2008 on 1 July 2009. share.

RentConnect is the key to fi nding a home

Sharp increases in rental prices over the past fi ve years have made the job of fi nding and securing the right home a challenge for many Queenslanders. With about 26 per cent of Queensland’s residential housing classed as rental accommodation, a new service is available to help Queenslanders struggling to ‘get their foot in the door’ of the rental market. We launched the RentConnect advisory service in July 2008 to advise Queenslanders on how to fi nd a home, how the rental application process works and how to prepare a rental application. Our series of website fact sheets, Hints on Renting in the Private Market, have been accessed more than 17,000 times since the RentConnect advisory service was launched. More than 300 clients were assisted in Rockhampton and Caboolture and at least 110 are known to have secured tenancies. For some people, basic advice and printed information provides them with the confi dence to approach real estate agents and conduct their own property searches. An on-site computer, ConnectPoint, is available in the two trial area offi ces, allowing clients access to www.realestate.com.au, Centrelink and other helpful websites to help with their rental search.

74 Department of Communities | 2008–09 Annual Report Housing and Homelessness Services

Part 1b.indd 74 12/11/2009 10:24:56 AM RentConnect offi cers help Queenslanders fi nd and secure housing in the private rental market.

Three Home Adapt loans, at a cost of $24,000, were provided to help homeowners What we will do in the future or household members with a disability to make home modifi cations, which increase In 2009–10, we will help almost 177,000 safety and long-term independence. We also lower-income Queensland households provided assistance to 72 social housing to access and/or maintain housing in the tenants, enabling them to purchase the private market. This includes: departmental properties they were renting. • the RentConnect advisory service, with assistance from funding through the In 2008–09, 305 housing loan accounts were National Partnership Agreement on paid out as a result of sales, refi nance or Homelessness, which will expand up to natural payouts of accounts. We renegotiated 12 locations in Queensland and assist with nine rental purchase plan clients who more than 900 households own partial shares in their homes, to fi nance • the National Rental Affordability Scheme, and purchase additional shares in their which is expected to help about 500 properties. households. Mortgage Relief loans were provided to 26 households who suffered an unexpected change in their circumstances and, as a result, had diffi culty in maintaining their Helping to build sustainable regular mortgage repayments. communities In 2008–09, the department approved 45 projects and positively shaped communities within Community Renewal zones. We continued to help build sustainable communities by making effective use of the social and cultural resources of Queensland

Table 16: Our performance at a glance Performance measure Key measures 2004–05 2005–06 2006–07 2007–08 2008–09 2008–09 result result result result target result Satisfaction with the Community 81% 84% 83% 87% 85% 84% Renewal zone as a place to live Percentage of funding contributed by NA 44% 55% 58% 55% 49% partner agencies1 Percentage of Community Renewal NA NA NA NA 50% 95% projects with service integration outcomes2 The Community Renewal program delivers new solutions to local issues in selected communities. Notes: NA = Not applicable. 1. Performance measure commenced in 2005–06. 2. Performance measure commenced in 2008–09. The 2008–09 Target/Estimate was exceeded as a result of a new service integration methodology based on a peer-review process which enabled improved service integration outcomes.

Housing and Homelessness Services Department of Communities | 2008–09 Annual Report 75

Part 1b.indd 75 12/11/2009 10:24:56 AM communities. We did this by strengthening New solutions for local needs residents’ capacity to participate actively Community Renewal is a Queensland in community life, including community Government program coordinated by our management and development. Our department that works with residents, performance this year is shown in governments, non-government organisations Table 17. and businesses to deliver new solutions to local issues in selected communities.

Table 17: Households assisted to access, sustain or remain living in private market accommodation Key measures 2004–05 2005–06 2006–07 2007–08 2008–09 2008–09 result result result1 result1 target result Total households assisted2 166,073 168,165 176,865 180,649 173,313 185,636 New households assisted 133,862 135,324 142,322 147,997 142,662 155,895 Bond Loans 17,611 17,207 15,177 13,676 14,000 14,614 Rental Grants3 789 1,059 1,116 1,218 1,400 1,173 Home Assist Secure 52,333 50,706 55,995 60,910 60,000 59,062 Home and Community Care Home 578 671 739 969 780 1,063 Modifi cation Service4 Tenant Advice and Advocacy Service 62,520 66,625 69,099 71,088 66,000 79,551 (Queensland)5 Caravan Parks6 NA 35 167 112 90 63 RentConnect7 NA NA NA NA 300 307 National Rental Affordability Scheme8 NA NA NA NA NA 7 Housing loans9 25 13 14 11 67 29 Mortgage Relief 6 8 15 13 25 26 We provide a range of services to assist people to access, sustain or remain in private market accommodation. Notes: NA = Not applicable. 1. Figures reported in the Department of Housing 2007–08 Annual Report for new and total households assisted in 2006–07 and 2007–08 have been updated to include revisions resulting from data verifi cation. 2. This is a key measure from the former Department of Housing’s 2008–2013 Strategic Plan. 3. Rental Grants are demand-driven with demand being lower than anticipated. 4. The Home and Community Care Home Modifi cation Service is demand-driven with demand being higher than anticipated. The number of households assisted is based on the number of completed major home modifi cations, although a range of other services are provided. 5. Tenant Advice and Advocacy Services is a demand-driven program and as such targets are an estimate of the number of households to be assisted. The increase refl ects a higher level of demand than anticipated. 6. Decrease in new households assisted by caravan parks is due to the rectifi cation of health and safety issues and the replacement of deteriorated caravans at a number of caravan parks. Includes new households assisted with accommodation at the Monte Carlo Caravan Park at Cannon Hill, Woombye Gardens Caravan Park and Lazy Acres Caravan Park at Hervey Bay. 7. RentConnect pilots commenced in September 2008 in Caboolture and central Queensland. 8. The National Rental Affordability Scheme commenced in December 2008. 9. Housing loans are demand-driven with demand being lower than anticipated. Includes recipients of the Queensland State Housing Loan, Queensland Housing Finance Loan, Pathways Shared Equity Loan and Home Adapt Loan (from 2005–06).

76 Department of Communities | 2008–09 Annual Report Housing and Homelessness Services

Part 1b.indd 76 12/11/2009 10:24:59 AM From community centres and youth arts partnership with the KYC Trust (Kids, Youth, projects to traineeships and family support Community), which provides opportunities services, the program brings communities for more than 1,000 young people, aged and governments together to fi nd innovative 12-18 years, to participate in sporting solutions to local needs. activities and develop healthy networks with other young people. In 2008–09, the performance of Community Renewal was measured through an annual survey, with results showing that 84 per Diversity to meet need cent of residents were satisfi ed with their Improving access Community Renewal zone as a place to live (see Table 16 on page 75). Our department’s Relocatable Housing project continued to improve access to affordable By working closely with our partner agencies, housing for low-income families in regional we ensured efforts were coordinated and remote communities, primarily in western and resources directed towards specifi c Queensland. We increased housing supply in community-identifi ed issues. In 2008–09, these areas by relocating, or allocating, our department engaged with up to 8,050 12 dwellings to fi ve regional councils. We will residents in the development and delivery of continue to maintain contact with councils in projects and activities. western Queensland and investigate options We approved more than $4.3 million in project to relocate additional dwellings. funding across nine Community Renewal We also acquired a 17-hectare site in zones and facilitated partner contributions Gladstone in January 2009 to on-sell in of 49 per cent of total project funds for 45 the private market. This is conditional new projects targeting key areas, including upon achieving appropriate outcomes for health and wellbeing, education and skills and affordable rental housing supply. We started community capacity building. investigations into the purchase of excess A range of Community Renewal projects government land at Bremer in Ipswich and were approved in 2008–09, including the Wynnum North for the same purpose. Connecting Indigenous Youth Project in Logan, which facilitates part-time employment of Advice on housing initiatives youth workers over a 36-week period. These We continue to provide policy advice and workers deliver sporting, cultural and personal housing data and analysis on housing options development opportunities to Indigenous youth, to state agencies and local governments including those at risk of being involved in dealing with housing and residential juvenile crime or volatile substance abuse. development. This includes advice on The Good Neighbours Varsity Lakes affordable housing to meet the needs of the Project on the Gold Coast funds a part-time community. development offi cer, in partnership with the Key achievements in 2008–09 included: Varsity Lakes Community Resource Centre • promoting housing that was responsive to Inc, to support local resident groups to community needs via input to 11 planning develop and deliver initiatives that support schemes, six planning instruments and fi ve volunteering, including social housing tenants regional plans, primarily focusing on the in volunteering activities. promotion of housing diversity The Community Nights Sports Project in • providing input to 20 environmental impact Caboolture is a crime prevention initiative, in statements for signifi cant infrastructure

Housing and Homelessness Services Department of Communities | 2008–09 Annual Report 77

Part 1b.indd 77 12/11/2009 10:24:59 AM projects in Queensland, mitigating the impact on households affected by these projects • facilitating alignment of the State Affordable Housing Policy with the initiatives of the Urban Land Development Authority (ULDA) and providing input to the ULDA on the interim land use plans and development schemes for the three designated Urban Development Areas of Bowen Hills, Northshore-Hamilton and Fitzgibbon.

What we will do in the future In 2009–10, we will: • continue to investigate and develop affordable housing models and negotiate proposals in urban development areas and other sites to deliver housing for Queenslanders on low-to-moderate- incomes • provide funding from the government’s Sustainable Communities Partnership initiative to the Isaac Regional Council to complete the construction of more than 40 units of affordable housing in Moranbah • establish a new Community Participation program to focus on place-based strategies to build safe and caring communities, promote social inclusion and community development, and increase workforce participation and volunteering.

78 Department of Communities | 2008–09 Annual Report Housing and Homelessness Services

Part 1b.indd 78 12/11/2009 10:24:59 AM Multicultural Services

What we aim to achieve: • increased community support for cultural diversity and community cohesion.

Our strategic plan performance measures: • number of community organisations assisted through the Multicultural Assistance Program (page 81)

Initiatives such as Queensland Roars Against Racism encourage an environment that supports and rewards participation in the cultural, social and economic opportunities that Queensland offers.

Department of Communities | 2008–09 Annual Report 79

Part 1b.indd 79 12/11/2009 10:25:06 AM Leadership in policy and There were numerous achievements from engagement with ethnic action plans across government, for example: • Queensland Health established a statewide communities refugee health service with assessment clinics in South Brisbane, Logan, Zillmere, The department supported Queensland Toowoomba, Cairns and Townsville. The Government agencies to deliver signifi cant service provides humanitarian entrants initiatives to support multicultural and asylum seekers with initial health communities through Multicultural Affairs assessments, including vaccinations, and Queensland (MAQ). We also promoted coordinates referrals to existing services for positive community relations through continuing care. several programs and events. • Housing Services announced a funding boost of $88,000 to the Nintiringanyi Leading innovative policy Cultural Training Centre located in the Cairns West community. The centre offers Our whole-of-government multicultural policy life skills and a mentoring program to is Multicultural Queensland — making a world support Indigenous and Pacifi c Islander of difference. The aim of the policy is to deliver jobseekers. a strong, vibrant and dynamic society in which • Disability, Home and Community Care, and all Queenslanders, irrespective of cultural or Community Mental Health Services and ethnic background, are able to participate in the Commonwealth Government agreed to the economic and social life of the state. establish seven new regional Multicultural Key strategies include: Advisory Services under the Home and • a productive diversity economic strategy Community Care program, to assist people • supporting communities from culturally and linguistically diverse • strengthening multiculturalism in the backgrounds to access services in regional Queensland public sector communities. • community relations and anti-racism activities. Social cohesion

Action plans The National Action Plan to Build on Social Cohesion, Harmony and Security is a joint All Queensland Government agencies are program between the Commonwealth, state required to develop and monitor multicultural and territory governments to reinforce social action plans to ensure their services are cohesion, harmony and support national accessible to Queenslanders of all cultural and security by addressing extremism and the linguistic backgrounds. Our staff work closely promotion of violence and intolerance. with agencies in developing these plans. Queensland has a number of initiatives, In 2008–09, action plans focused on three including those undertaken as part of the priority areas: Muslim Community Engagement Strategy. • issues facing refugees, particularly African The Muslim Community Engagement Strategy refugees was developed in partnership with the • issues facing Pacifi c Islander communities Muslim community and includes initiatives • responsiveness and accessibility of targeting unemployment, youth engagement services delivered by Queensland and interfaith dialogue, as well as promoting Government-funded non-government interaction between Muslims and the broader organisations. community.

80 Department of Communities | 2008–09 Annual Report Multicultural Services

Part 1b.indd 80 12/11/2009 10:25:11 AM The drum procession was a highlight at the Queensland Multicultural Festival.

Our department, in cooperation with the • an annual contribution to the National Commonwealth Government, has also funded Accreditation Authority for Translators and the Together for Humanity program in 2008 interpreters to train and accredit qualifi ed and 2009. The aim of the project, targeted at practitioners school-aged students, is to highlight common • an annual contribution to the Ministerial Australian values of mutual respect, a ‘fair go’ Council for Immigration and Multicultural and a sense of belonging for everyone. Affairs Research Advisory Committee for research on multicultural and settlement Since the project started in 2008, 27 issues Queensland schools and about 2,300 • a funding allocation to the former students have been involved. Strengthening Department of Education, Training and the the relationship between Muslim and non- Arts for after-hours community language Muslim Queenslanders will help to ensure all schools administered by Education Queenslanders, irrespective of their religious Queensland and the Language Other Than or cultural background, are treated equally and English Centre. respectfully and with a sense of inclusion. Under the Multicultural Assistance Program Build community relations annual grants, we funded 76 community projects and events (see Table 18), including The Multicultural Assistance Program provides the World Refugee Day celebration to promote funding for programs, projects and events that understanding of refugee issues by the wider strengthen multiculturalism, promote positive community and acknowledge the contributions community relations and build community refugees have made to Queensland. capacity. In 2008–09, we provided $3.3 million under the Multicultural Assistance Program, Inclusive communities which included: The Local Area Multicultural Partnership • funding for the Australian South Sea initiative is a key strategy under Multicultural Islander Community Scholarship Program Queensland — making a world of difference. for tertiary scholarships to students from Australian South Sea Islander backgrounds We allocated $1 million to enable support • funding to the Ethnic Communities Council workers to be employed in 14 local councils of Queensland to support its role as a peak across the state, as well as a central agency within the multicultural sector coordinator at the Local Government

Table 18: Performance measure Number of community organisations assisted through the Multicultural Assistance Program annual grants round 2004–05 2005–06 2006–07 2007–08 2008–09 Target NA1 80 80 80 702 Result 63 78 100 87 76 For the past three years we have exceeded our performance target for the number of organisations assisted through the Multicultural Assistance Program annual grants round. Notes: NA = Not applicable. 1. Targets for this performance measure were introduced from 2005–06. 2. The target was reduced from 80 to 70 in recognition of the increasing costs associated with organising events and the resultant funding of a smaller number of organisations with larger amounts of funding.

Multicultural Services Department of Communities | 2008–09 Annual Report 81

Part 1b.indd 81 12/11/2009 10:25:11 AM Association of Queensland. The support Paniyiri Festival, the Queensland Police workers are employed with local councils Service Ethnic Cup, World Refugee Week to make their core business accessible and activities and Queensland Week activities. It inclusive of all community members and gives positive messages to support harmony support intercultural community relations. and social cohesion and makes it clear that there is no room for racism in Queensland. The support worker at Moreton Bay Regional More broadly, the campaign aims for all Council, for example, has embedded cross- Queenslanders to recognise themselves as cultural training for councillors and staff into part of a rich and diverse community. the council’s induction process. Support workers in Gladstone and Hervey Bay have developed Welcome programs to assist new What we will do in the future migrants to settle and remain in their regions. In 2009–10, we will: The Community Action for a Multicultural • implement Local Area Multicultural Society initiative is another key deliverable Partnerships and Community Action for of the Multicultural Queensland policy. We Multicultural Society in partnership with allocated $1.2 million to enable 20 workers local councils, the Local Government to be employed in community organisations Association of Queensland and across the state. The workers linked people community organisations. Projects under from culturally and linguistically diverse these initiatives promote multiculturalism, backgrounds to available services, undertook improve community relations and increase advocacy and promoted multiculturalism. the capacity of people from culturally diverse backgrounds to access services Roars Against Racism • consult with Queensland’s multicultural community to review and strengthen the The Queensland Roars Against Racism Queensland Government’s multicultural awareness campaign is a three-year policy partnership between Multicultural Services • continue to promote and acknowledge and the Brisbane Roar Football Club. the benefi ts of multiculturalism for The anti-racism campaign was part of events Queensland’s social and economic such as the Roar Against Racism Cup, wellbeing.

Multicultural Festival

We organised the Queensland Multicultural Festival to celebrate the rich cultural contribution by people from all over the world who now call Queensland home. After months of intensive planning for the state’s largest free, one-day community festival, Brisbane’s Roma Street Parkland came alive with music, dance, cooking and storytelling by people from around the globe in October 2008, attracting about 65,000 visitors. The festival aims to create an appreciation of the rich cultural talents of our diverse communities in Queensland. Cross-cultural presentations, such as the Same Heartbeat Drumming Procession and Wokipedia cooking demonstrations, provided that opportunity. Festival music and dance spanned six main stages, with genres including rock, world, jazz, classical folk and fusion.

82 Department of Communities | 2008–09 Annual Report Multicultural Services

Part 1b.indd 82 12/11/2009 10:25:21 AM Sport and Recreation Services

What we aim to achieve: • healthy communities and individuals actively participating in sport and recreation.

Our strategic plan performance measures: • percentage increase in Queenslanders participating in our department’s sport and recreation programs (page 84) • participant satisfaction with our department’s sport and recreation programs (page 85) • percentage of grant notifi cations within agreed timeframes (page 86) • percentage of Queensland Academy of Sport athletes selected for national teams (page 88)

Queensland tennis greats Pat Rafter, Sam Stosur and leading Queensland junior players Isabella Holland and Jason Kubler entertain the crowd at the opening of the Queensland Tennis Centre on 2 January 2009.

Part 1b.indd 83 12/11/2009 10:25:27 AM Encouraging active and Find Your 30 healthy lifestyles We continued the Find Your 30 campaign — the second phase of the government’s An essential part of building vibrant $8.4 million, three-year investment to and healthy communities is ensuring encourage more Queenslanders to fi nd 30 all Queenslanders have the opportunity minutes of physical activity each day and to participate in physical activity. make healthy food choices. The department has helped more Find Your 30 gives practical easy ideas to Queenslanders to be active and supported include 30 minutes of physical activity into our sport and recreation organisations, daily lives. Market research results show that councils, schools, Indigenous organisations the campaign has been extremely successful. and the wider community to create better Notably, 51 per cent of Queenslanders are places and opportunities for participation aware of the key message, that adults should in sport and recreation. do 30 minutes of physical activity each day. This is a 17 per cent increase in two years and Active Queenslanders compares favourably with other national and international campaigns with a higher spend. Queensland schools are a key environment for promoting the importance of active living, Graph 10: particularly considering the rising levels of Number of Queenslanders participating in childhood obesity. Programs that target school the department’s sport and active recreation settings include our active recreation centres, participation programs regional workshops, coach accreditation 1,000,000 programs, Queensland Academy of Sport 916,628 (QAS) athletes’ visits to schools throughout the state, and workshops for teachers and 808,031 early childhood professionals. 800,000 A record 60 per cent of Queensland schools accessed our sport and active recreation 600,000 569,416 programs and resources in 2008–09, with 600,000 916,628 participants — exceeding our target of 600,000 (see Graph 10). This represents 390,000 475,050 400,000 an increase of 168 per cent over the past 341,602 401,700 fi ve years, which demonstrates the growing 379,450 popularity and utility of our programs, particularly in schools. 200,000 154,150 Successful programs 0 Feedback in 2008–09 showed that 88 per cent 2004–05 2005–06 2006–07 2007–08 2008–09

of participants were satisfi ed with our sport Target Result and recreation programs — exceeding our target of 85 per cent (see Table 19 on page The number of participants in the department’s sport and active recreation participation programs 85). This success can be attributed to our (incorporating involvement in individual modules for efforts in continually improving standards to all programs and services has increased by 575,026, or meet client expectations. 168 per cent, since 2004–05.

84 Department of Communities | 2008–09 Annual Report Sport and Recreation Services

Part 1b.indd 84 12/11/2009 10:25:31 AM Queensland Government team members ‘fi nding their 30’ at the Bridge to Brisbane.

Investing in facilities high-growth areas where the availability of land for new facilities is constrained due to We contributed more than $35 million to residential and commercial development. develop and upgrade community sport and In 2008–09, Woodford State School recreation facilities in 2008–09 to enable completed the construction of a three-court more Queenslanders to be physically active, multi-purpose facility and lighting, with our contributing to reducing the levels of obesity in funding contribution of $0.2 million. Queensland, one of the key targets of Toward Q2: Tomorrow’s Queensland. New and upgraded local facilities Major improvements We supported 179 community sport and recreation capital works projects with total Thirty-fi ve major community facility projects funding of $13.3 million to provide local were completed in 2008–09, including: clubs with new and upgraded facilities. • the development of a 25-metre heated These projects support grassroots sport and pool in Longreach with funding assistance recreation clubs throughout Queensland. The of $1.2 million to the Longreach Regional program provides funding for projects such as Council new courts, fi elds and amenities that would • a new multi-purpose outdoor sporting otherwise be diffi cult to access for many clubs. facility at Redlynch with funding of $0.9 million to Cairns Regional Council Working with local councils • the redevelopment of the Nerang skate Local governments play an important role bowl, including construction of a half-court in supporting sport and recreation in their basketball court, volleyball court, cycleway/ communities — from facility development to walkway and stage with funding of conducting locally based programs. $0.3 million to Gold Coast City Council. We supported 98 council projects with funding We committed a further $32 million for 39 of just under $5.3 million, including new and projects in May and June 2009 through our improved community recreation and sporting Major Facilities program to help develop major facilities, such as walking and cycling paths, community sport and recreation facilities, and locally based sport and recreation including new multi-purpose centres, aquatic programs and services. centres and sports fi elds. Social infrastructure This program also provides a key lever for developing school-based facilities for We provided more than $2.4 million for the community use, particularly important in development of four community sport and

Table 19: Performance measure

Participant satisfaction with the department’s sport and recreation programs 2004–051 2005–061 2006–07 2007–08 2008–09 Target NA NA 75% 75% 85% Result NA NA 81% 84% 88% Participant satisfaction has continued to increase and we exceeded our performance target by 3 per cent in 2008–09. Notes: NA = Not applicable. 1. This measure was introduced in 2006–07, therefore, no target or data is available before this period.

Sport and Recreation Services Department of Communities | 2008–09 Annual Report 85

Part 1b.indd 85 12/11/2009 10:25:31 AM recreation facilities in Blackwater, Cloncurry, Supporting our young athletes Emerald and Moura, including upgrading Under our Young Athlete Assistance program, the Moura and Cloncurry pools, a new driver we provided nearly $0.79 million for 3,935 training and motorsport complex in Emerald talented children and young people to and a multi-purpose facility in Blackwater. compete at state, national and international These projects will be completed in sporting events. By easing the fi nancial 2009–10, providing the communities burden on junior athletes and their families with social infrastructure to support active when they are selected for representative and healthy living. sport at state level or higher, the department helps many young people achieve their More grants and subsidies sporting dreams. We contributed $24.7 million in 2008–09 to support participation opportunities, education Indigenous initiatives and training and planning through our Under the government’s alcohol reform funding programs. In 2008–09, we achieved measures for Indigenous communities, we our performance target of 95 per cent of provided $1.9 million in 2008–09, as part applicants receiving their funding agreements of a four-year commitment of $7.6 million, following approval within agreed timeframes. to expand the Queensland Police Citizens Youth Welfare Association’s Community Sport and recreation clubs Active Program through Education (CAPE). Local sport and recreation clubs are essential The CAPE initiative employs local people to to giving the community quality sport and deliver sport and recreation activities and is recreation opportunities. Under our Club being introduced in four new sites — Aurukun, Development Program, we provided Kowanyama, the Northern Peninsula Area and $3.5 million to 876 local clubs to enhance their Woorabinda. services and provide education and training initiatives (such as coach and volunteer We are also implementing a new service training), participation initiatives (such as delivery model to support the employment of come-and-try days) and organisational sport and recreation offi cers in Indigenous planning. communities through Police Citizens Youth Clubs, and provided more than $2 million to Partnering with the community support 34.5 full-time-equivalent positions across the state to provide a dedicated sport The department’s Community Partnerships and recreation offi cer based in that community program funds locally based opportunities for to deliver programs and activities. Queenslanders to lead active lifestyles and adopt healthy eating patterns. This is done Disaster assistance provided through collaboration between state and local governments, schools and community To help sport and recreation clubs recover organisations. Under round two of the from storm and fl ood damage, the department program, we approved nearly $3.4 million to allocated more than $2.2 million to 230 sport support 115 projects. This makes a total of and recreation clubs affected by severe climatic more than $6 million in funding for 230 local events. Without this assistance, sport and projects since the program was established recreation activities can take signifi cantly longer in October 2006. This will assist innovative to re-establish in communities, delaying the and sustainable projects at the local level to opportunities for people, particularly children support healthier lifestyles. and young people, to resume sporting activities.

86 Department of Communities | 2008–09 Annual Report Sport and Recreation Services

Part 1b.indd 86 12/11/2009 10:25:32 AM Steve Renouf (centre) visited the Doomadgee community to talk about pool safety, as part of our Deadly Sports Program.

Support for volunteers with the sporting industry. Since its inception in June 2007, the program has engaged 30 Several departmental initiatives in 2008–09 True Sport ambassadors and signed 34 state acknowledged the role played by volunteers sporting organisations as True Sport Leaders. in sport and recreation clubs and organisations True Sport Leaders commit to promoting True across the state. This included the Valuing Sport principles within their club network by Volunteers in Sport and Recreation Recognition implementing appropriate policies, activities Members of Parliament Kit, a series of and resources for their clubs. volunteer receptions recognising 244 local sport and recreation volunteers, and the 2009 Valuing Dunlop Townsville 400 Volunteers in Sport and Recreation Awards program. These initiatives assist sport and Our department oversaw the $29.6 million recreation organisations and communities to redevelopment of the Reid Park precinct recognise the efforts of, and retain, volunteers. in Townsville to host the inaugural Dunlop Townsville 400 V8 Supercar Positive behaviour promoted event. Construction of the precinct was estimated to have generated up to 130 We seek to encourage positive behaviour in full-time-equivalent jobs. In addition, local junior sport and assist the industry to build businesses strongly benefi ted, with almost a culture that promotes fun, safe and fair 80 per cent of construction works awarded junior sporting environments. To promote to local contractors and suppliers or national positive behaviours, we conducted eight companies with a local industry presence. True Sport Lives Here workshops in various We also contribute $2.5 million per annum to areas throughout Queensland, in partnership support the staging of the event.

Sporting program has ‘deadly’ impact

Our Deadly Sports Program is having great results in Indigenous communities. Through the Deadly Sports Program representatives of sporting organisations, including Queensland Rugby League, Baseball Queensland, Queensland AFL and Queensland Softball, are taking a healthy message to Queensland’s Indigenous communities. The program supports high-profi le sporting identities to visit Indigenous communities and talk with school children and other community members about the benefi ts of eating well and being active. Olympian, basketball legend and coordinator of the program, Brian Kerle said the program brought ongoing benefi ts to the whole community. ‘We take sporting identities to talk with the school kids about health, education, family and sport and then we run sport participation clinics with the kids. It’s always easier to talk with kids about nutrition and health in a sporting environment,’ Brian said. ‘Getting the message from elite sports people is also really important. You can give a kid all the literature you like, but if Steve Renouf gets up and says “I eat broccoli”, then it must be alright. ‘We’re also meeting with community members in the evening for coaching training and up-skilling. When we leave, community members have some of the skills and accreditation to keep sports programs going locally.’

Sport and Recreation Services Department of Communities | 2008–09 Annual Report 87

Part 1b.indd 87 12/11/2009 10:25:32 AM New state tennis centre Paralympic Games. As a result of this support, QAS athletes won a total of 17 gold, 10 silver In December 2008, the $82 million and 37 bronze medals. Queensland Tennis Centre was completed in time for the inaugural 2009 Brisbane Of the 434 athletes who travelled to Beijing International combined men’s and women’s for the 2008 Olympics, 68 were QAS athletes. hard court championships. As well as the 17 QAS athletes won 54 per cent of the total hard courts, the Queensland Tennis Centre medals won by Australia and 57 per cent of includes four clay courts and two grass courts Australia’s gold medals. If competing in its to support the national high-performance own right, Queensland would have achieved program for training the next generation of eighth place and the QAS, ninth place in the Australia’s tennis champions. world medal tally.

The fi rst Brisbane International at the Centre of Excellence funding Queensland Tennis Centre proved to be an outstanding success. An average crowd size The QAS, through its Centre of Excellence of 8,253 per day attended the event, with a for Applied Sport Science Research, was the total of 66,024 people viewing the world-class only sporting organisation in 2009 to receive competition over eight days. Australian Research Council Linkage Project Funding through the National Competitive Academy of Sport success Grants Program, under the category of Human Movement and Sport Science. Queensland has an enviable reputation in terms of its success in producing world-class elite athletes. The Queensland Academy Graph 11: of Sport (QAS) continues to enhance this Percentage of QAS athletes selected for reputation, as it challenges and prepares national teams athletes for sporting excellence. In 2008–09, 100% the QAS exceeded its target of having 25 per cent of its athletes selected for junior or senior 90% teams representing Australia in international competition (see Graph 11). 80% Each year, QAS conducts a survey of its 70% stakeholders (QAS athletes granted a 60% scholarship and national and state sporting organisations) to determine their level of 50% satisfaction with services provided by the 40% QAS. The 2009 survey found that QAS 31% 30% 29% had met its target, with 85 per cent of QAS 30% 26% 28% 30% stakeholders satisfi ed with the services 25% 20% 22% provided to QAS athletes. 20% 15% 10% Eilte athletes supported 0% Through the QAS, our department provided 2004–05 2005–06 2006–07 2007–08 2008–09

a daily training environment for many of the Target Result state’s elite athletes. In 2008–09, the QAS focused on those athletes selected to compete We exceeded the performance target with 29 per cent for Australia at the 2008 Beijing Olympics and of QAS athletes selected for national teams.

88 Department of Communities | 2008–09 Annual Report Sport and Recreation Services

Part 1b.indd 88 12/11/2009 10:25:33 AM The QAS Centre of Excellence has facilitated 25 collaborative projects in applied sport science with Queensland universities, of which 12 are completed. The research fi ndings will be applied to Queensland’s elite athletes to give them a competitive edge in international competition. The Centre of Excellence has partnered with Queensland universities to provide eight research fellowships, 11 doctorates, fi ve masters and three honours scholarships.

What we will do in the future In 2009–10, we will: • commence phase three of the Find Your 30 social marketing campaign, with a particular focus on women aged 25 to 45 years as the greatest infl uence on lifestyle decisions within households • allocate over $79 million to improve sport and recreation facilities, programs and services across Queensland • continue to position Queensland as a premier sporting destination through contributions to projects like the redevelopment of the Gold Coast Stadium and the Dunlop Townsville 400 V8 Supercar event • continue to provide a daily training environment for elite athletes at the Queensland Academy of Sport, including coaching and support services, in the lead-up to the 2010 Delhi Commonwealth Games • review sport and recreation programs to ensure they are targeted at assisting Queenslanders and communities in greatest need.

Sport and Recreation Services Department of Communities | 2008–09 Annual Report 89

Part 1b.indd 89 12/11/2009 10:25:33 AM Women’s Services

What we aim to achieve: • women shaping, transforming, accessing and realising the benefi ts of the Smart State.

Our strategic plan performance measures: • number of requests for information and referrals serviced by the Offi ce for Women through its website and seminars, Women’s Infolink and Find-a-Service (page 91) • client satisfaction with the quality of Offi ce for Women’s events, seminars and workshops (page 91) • stakeholders’ satisfaction with Offi ce for Women’s engagement of them in women’s policy development processes (page 91)

Participants at the 2009 National Aboriginal and Torres Strait Islander Women’s Gathering in Brisbane included (from left) Karen Salam, Tania Yow-Yeh, Luisa O’Connor, Sonia Minniecon and Helen Akee.

Part 1b.indd 90 12/11/2009 10:25:33 AM Winners of the 2008 Smart Women – Smart State Awards.

Leadership of women’s resources to inform and promote cultural change, strategic partnerships between policy and initiatives industry, government and the education sector, Through the Offi ce for Women, we delivering programs to increase women’s workforce participation and leadership, and coordinated policy and services profi ling women’s achievements in science, for Queensland women across the engineering and technology. Queensland Government. By working with government and non-government The taskforce’s fi nal report outlined agencies, we played a central role in its achievements and made seven carrying out the government’s vision for recommendations to maintain momentum and capitalise on success in supporting women’s Queensland’s women by helping remove participation in science, engineering and barriers that may prevent them from fully technology. participating in society. We achieved a satisfaction rate of 79 per cent with A key initiative during 2008–09 was the Women our engagement in policy development Engineering Queensland workshop held in processes. Brisbane in July 2008, attended by 140 female engineering students from Brisbane and regional universities, of which 98 per cent reported that Smart Women — Smart State they found the workshop useful. The Smart Women — Smart State Strategy committed the government to enhancing Support and information women’s participation in Queensland’s emerging industries and to supporting women Rural Women’s Symposium to take on leadership and decision-making The 2008 Rural Women’s Symposium roles within their communities. Key initiatives developed ideas to improve the livability of from the strategy included a taskforce, rural communities for women. Information awards and seminars. We achieved a client gathered helped develop projects and satisfaction rate of 93 per cent (eight per initiatives for attraction, re-attraction and cent above our target) with the quality of retention of women to rural communities. the events, seminars and workshops we The symposium was held in Roma on coordinated. 4 September 2008, in partnership with the Offi ce for Regional and Rural Communities. To build a fair, socially cohesive and vibrant society, the Offi ce for Women works Women’s Infolink helpline across government to ensure all women in Queensland are given opportunities to shape, The Offi ce for Women gave Queensland transform, access and realise the benefi ts of women information and referrals through the the Smart State, particularly in areas where Women’s Infolink helpline and the Offi ce for women still experience under-representation, Women’s online searchable database inequity and need. Find-a-Service. In 2008–09, the helpline provided support, Taskforce initiative information and referral options to 65,081 The Smart Women — Smart State Taskforce Queensland women, signifi cantly above our focused on attracting and retaining women in target of 30,000. We expanded our website science, engineering and technology with an during 2008–09 with additional information enhanced research and policy base: providing and service pathways.

Women’s Services Department of Communities | 2008–09 Annual Report 91

Part 1b.indd 91 12/11/2009 10:25:38 AM Regional coordination • built industry partnerships through industry meetings, events, networking opportunities, Nine coordinators from the Offi ce for Women associations, committees, conferences and promoted our services in regional Queensland research opportunities and provided a link between women, community organisations and government to • partnered with the Australasian Institute address regional women’s issues. of Minerals and Metallurgy to analyse results of a survey of members’ Financial and negotiation seminars perceptions of gender pay equity and gender diversity and care giver The Smart Women — Smart State Seminar responsibilities, and compiled a series of fi ve Economy Wise — Budget Smart comprehensive research report. seminars targeting Indigenous and young women were attended by 55 women in Redcliffe, Two grants programs also continued under the Beenleigh, Charleville, Murgon and Mackay. The Women in Hard Hats initiative: seminars provided a 10-hour training package • eight projects were completed under of information and practical tools for women the Women in Trades grants program on managing a household budget, savings, to support non-traditional industries to superannuation, smart purchasing and planning address barriers to women taking up for retirement. The Offi ce for Women invested traineeships or apprenticeships $90,000 for these budgeting seminars. • two projects are continuing under the Indigenous Working Women’s Fund to In conjunction with the Queensland Working help Indigenous women build skills for Women’s Service, 18 Workplace Negotiation employment in a non-traditional role and Skills seminars were attended by 218 women associated economic security. statewide, in Brisbane, the Gold Coast, Ipswich, Gympie, Kingaroy, Mooloolaba, Leadership and decision-making Mackay, Rockhampton, Emerald, Gladstone, Wide Bay Burnett, Townsville, Mount Isa and The Smart Women — Smart State Seminar Cairns. series of Community Leadership Seminars (costing $0.15 million) were attended by Women in Hard Hats 230 Indigenous women in fi ve Indigenous communities in Mount Isa, Cherbourg, Failure to address barriers to women’s Yarrabah, Woorabinda and Ipswich. participation and advancement in non- traditional industries places Queensland at We partnered with TAFE Queensland to risk of failing to access its full talent pool and provide mentoring training and accredited maximise competitive advantage in emerging mentoring certifi cates for women from mining, construction, science, engineering and Cherbourg, Woorabinda, Rockhampton, technology industries. Mount Isa and Yarrabah. The Women in Hard Hats initiative aims to These seminars allow Indigenous women increase the number of women employed and and girls to share stories of leadership and taking up traineeships and scholarships in encourage the next generation of community these industries. leaders to develop their skills. Seminars increased participants’ confi dence in As part of this initiative we: occupying leadership roles and in developing • distributed information resources and networking and mentoring groups. promotional material via an online information hub, at career fairs and events The Offi ce for Women’s community leadership across the state seminars, since they started in 2006, have

92 Department of Communities | 2008–09 Annual Report Women’s Services

Part 1b.indd 92 12/11/2009 10:25:45 AM Leadership seminars and mentoring workshops encourage Indigenous girls and women to become powerful leaders in their communities.

helped more than 530 Indigenous women and 14 women and girls from 169 nominations girls across Queensland to become confi dent, who excelled in the non-traditional industries assertive leaders. of science, engineering and technology and in community innovation. Women on Boards This year there were two new award The Queensland Government is committed categories — the Community Innovation to ensuring that 50 per cent of new appointments to government boards should, Award, sponsored by the Offi ce for Women, where possible, be women. The gradual to recognise a woman, or group of women, narrowing of gender disparity in board contributing to an Indigenous community membership since the start of the Women in an innovative and positive way, and on Boards Strategy affi rms that it can yield a the Green Award, sponsored by the more equitable gender distribution on boards Environmental Protection Agency for in the longer term. the nomination that best considered the environment. Embedding strategies that incorporate an awareness of gender into standard processes International Women’s Day 2009 and procedures for board appointments ensures women’s increased representation on International Women’s Day 2009 formed Queensland Government boards. part of wider Q150 celebrations and Queenslanders were encouraged to refl ect Indigenous Gathering on women and their achievements, as well The Offi ce for Women hosted the National as events, places and stories signifi cant to Aboriginal and Torres Strait Islander Women’s women over 150 years. The theme for 2009 Gathering from 10-12 June 2009. The was Our Women, Our State. gathering enabled Aboriginal and Torres Strait Islander women from around Australia to Celebrations included a morning tea for discuss issues of concern to them and develop 80 guests at Parliament House and an recommendations to Ministers for the next afternoon tea for 40 guests at the Beenleigh Commonwealth, State, Territories and New Community Centre. We also celebrated Q150 Zealand Ministerial Conference on the Status with an online pictorial history of Queensland of Women (MINCO) on 2 October 2009. The women over the past 150 years and produced Offi ce for Women sponsored four Indigenous and distributed about 200,000 resources women from Queensland to attend. statewide.

Recognising women Housing assistance for women Annual awards While the Offi ce for Women leads services and support for women, other areas The Offi ce for Women hosted the sixth annual of the department also provide services Smart Women — Smart State Awards in September 2008 to acknowledge women who targeting women. We contributed to the have excelled in science, engineering and improvement of women’s ability to achieve technology and who provide role models for economic security through access to social women aspirants in this area. housing assistance. With more than $0.1 million from 15 Table 20 on page 94 shows the percentage of government and 14 non-government sector social rental housing where the main applicant sponsorships, 290 attendees honoured or tenant was female.

Women’s Services Department of Communities | 2008–09 Annual Report 93

Part 1b.indd 93 12/11/2009 10:25:45 AM Table 20: Households headed by a female in long-term government-managed social housing Tenancies (based on rental 30 June 2007 30 June 2008 30 June 2009 agreements) No. % No. % No. % Total tenancies 52,591 100.0 53,224 100.0 53,626 100.0 Total tenancies headed by a 30,382 57.8 29,968 56.3 30,497 56.9 female Indigenous1 4,930 9.4 4,435 8.3 4,447 8.3 Disability2 9,485 18.0 10,133 19.0 10,775 20.1 Escaping domestic violence 276 0.5 357 0.7 562 1.0 Single person family 10,239 19.5 10,235 19.2 14,680 27.4 Single parent family 13,677 26.0 13,728 25.8 13,911 25.9 Social housing assistance was provided to an increasing number of women escaping domestic violence. Notes: 1. Indigenous status is where at least one household member self-identifi es as being of Aboriginal or Torres Strait Islander origin. 2. Disability status is defi ned as households where at least one member is receiving a discrete disability income from Centrelink, plus those on other incomes who identifi ed as having at least one member with a disability, plus those who do not fall into either category but who require(d) home modifi cations and/or because of a disability. Although a household may be included in more than one of these categories, to derive the total number with a disability, each rental agreement is counted once only.

What we will do in the future In 2009–10, we will: • implement key policy priorities in line with Toward Q2: Tomorrow’s Queensland, namely: − supporting and promoting women’s social participation and leadership − providing pathways for women’s employment opportunities − increasing women’s access to education and training − improving the conditions of women in the workforce. • host the Our Women, Our State Awards with a renewed focus on honouring women who mentor and support other women in science, engineering and technology and a new Great Queensland Woman Award • provide Community Leadership Seminars and volunteer mentoring programs statewide • develop a new strategic focus on women’s employment and economic security and implement related initiatives.

94 Department of Communities | 2008–09 Annual Report Women’s Services

Part 1b.indd 94 12/11/2009 10:25:53 AM Members of the Transition Program Board in May 2009.

Our organisational capability and governance Our organisational capability helps us to achieve our goals and enables us to provide innovative solutions to managing our functions and activities. Our system of governance provides the framework for how we work to achieve our vision. It encompasses processes, policies, standards and practices, guided by our relationships with stakeholders, achievement of our goals and overall administration of the department. Contents: Organisational structure 96 – 100 Leadership 101 – 111 Client service management 111 – 115 Community engagement 115 – 122 Workforce management 122 – 134 Asset management 134 – 137 Information and communication management 137 – 138 Environmental management 139 – 142 Quality management 142 – 145 Financial management 146 – 148 Organisational structure or who are at risk of harm, enhancing the wellbeing of children in its care and administering adoption legislation in Our interim structure Queensland. Leads integrated service The Queensland Government identifi ed as a delivery to support vulnerable individuals, priority the needs of Queenslanders to receive families and communities, providing coordinated and improved human services effective youth justice services and within their communities. encourage seniors to participate in their community. Following machinery-of-government changes announced on 26 March 2009, an • Sport and Recreation Services interim organisational structure for the new encourages Queenslanders to lead active Department of Communities was formed. and healthy lifestyles, from participating in Diagram 2 shows the interim organisational community sport and recreation activities to structure as at 30 June 2009. achieving at elite levels.

About our interim structure • Women’s Services provides strategy and policy coordination and advice to Our interim organisational structure includes government on issues affecting women, the following key functions: with a view to improving the social • Service Delivery coordinates the delivery participation and economic security of of the department’s services through a women in Queensland. network of regional offi ces. • Aboriginal and Torres Strait Islander • Housing and Homelessness Services Services leads reforms to reduce the provides integrated social housing and gap in life outcomes for Indigenous housing services to low-to-moderate- Queenslanders, working with Aboriginal income families and individuals and and Torres Strait Islander Queenslanders provides assistance to people who are to affi rm their cultures and assist homeless or at risk of homelessness. all Queenslanders to benefi t from reconciliation. • Disability, Home and Community Care, and Community Mental Health Services • Strategy, Policy and Performance leads integrated service delivery to assist ensures integrated policy development people with a disability, people with a across the department and provides mental illness and people who are ageing a whole-of-department perspective on to participate in their community. planning, performance and reporting.

• Multicultural Services leads the • Organisational Services provides promotion of cultural diversity and enhance corporate support for the department community cohesion. through human resource services, communication services, internal audit, • Child Safety, Community and Youth complaints, compliance and appeals, Justice Services leads the provision of legal services, right to information and services to ensure the safety of children screening, strategic procurement, facilities and young people who have been harmed, management and portfolio programs.

96 Department of Communities | 2008–09 Annual Report Our organisational capability and governance Diagram 2: Interim organisational structure as at 30 June 2009

Service Delivery

Housing and Homelessness Services

Disability, Home and Community Care, and Community Mental Health Services

Multicultural Services

Child Safety, Community and Youth Justice Services

Sport and Recreation Services, Women’s Services

Aboriginal and Torres Strait Islander Services Director-General

Strategy, Policy and Performance

Organisational Services

Financial Services

Information Management

Communities’ Property Portfolio

Our organisational capability and governance Department of Communities | 2008–09 Annual Report 97 • Financial Services is the primary source of fi nancial advice, fi nancial strategy and What we will do in the future fi nancial planning within the department. On 3 August 2009, we will: • Information Management focuses on • implement a new organisational structure business-orientated and customer-focused (see Diagram 3 on page 99) which will service delivery through its integration of enable us to provide greater integration information programs and projects. of services, more responsiveness to community needs, more streamlined • Communities’ Property Portfolio is access to services and savings through responsible for the strategic management reduced duplication. The arrangements of the department’s property assets to will determine the most appropriate mix enable service delivery outcomes. and level of services to address the often multiple needs of our clients. It will also provide a solid foundation for delivering Shared Service Agency prevention and early intervention and During 2008–09, the Shared Service Agency coordinated services for our clients. provided processing functions, including • commence delivering our services through fi nancial, procurement, human resource, our new regional structure (see Diagram 4 mail and facilities management transactional on page 100). services to the Department of Communities. The activities of the Shared Service Agency and CorpTech are reported in the annual report of the Department of Public Works. Specifi c business improvement initiatives undertaken in collaboration with the Shared Service Agency and CorpTech during 2008–09 are outlined in Appendix 4.

98 Department of Communities | 2008–09 Annual Report Our organisational capability and governance Diagram 3: Our new organisational structure from 3 August 2009

Director-General Linda Apelt

Offi ce of the Director-General Cabinet and Executive Service Internal Audit

Complaints and Review

Strategy, Regional Communities’ Policy, Corporate Service Property Programs and Services Delivery Portfolio Performance Operations

Service Disability, Delivery Child Safety, Home and Aboriginal Housing and Youth and Sport and Community and Torres Homelessness Families Recreation Care, and Strait Islander Statewide Services Community Services Community Services Services Participation Mental Health and Service Services Delivery Improvement

Strategy, Multicultural Policy and Affairs Performance Queensland Child Safety Services and Partnerships

Seven Regions

Our organisational capability and governance Department of Communities | 2008–09 Annual Report 99 Diagram 4: Our new regional boundaries from 3 August 2009

Inset

North Coast

Brisbane

South West

Far North Queensland South East

North Queensland

Central Queensland

South West

See Inset

100 Department of Communities | 2008–09 Annual Report Our organisational capability and governance Leadership

‘Corporate governance is the manner in The corporate governance framework for the which an organisation is controlled and Department of Communities is based upon the governed in order to achieve its strategic principles of: goals and operational objectives. It is the • effective vision, leadership and strategic cornerstone of sound stewardship and direction effective management.’ • transparency and disclosure of decision- making processes (Queensland Audit Offi ce, 1999). • clear lines of responsibility and accountability Our corporate governance • participation in the governance process. framework Corporate governance involves ensuring compliance and improving performance, including managing risk while achieving corporate objectives.

Diagram 5: Department of Communities’ governance framework as at 30 June 2009

Director-General Board of Management

Audit and Risk Management Strategy, Policy and Practice Committee Committee

Budget and Performance Monitoring Committee

Strategic Projects Committee

Human Resources Committee

Disability, Home Aboriginal Housing and Community and and Community Sport and Child Safety and Torres Multicultural Homelessness Youth Justice Care, and Recreation Services Strait Islander Services Services Services Community Services Executive Services Executive Executive Executive Mental Health Executive Management Executive Management Management Management Services Executive Management Committee Management Committee Committee Committee Management Committee Committee Committee

Our organisational capability and governance Department of Communities | 2008–09 Annual Report 101 Interim board and committees Board of Management As at 30 June 2009, interim governance As the key strategic governing body for the arrangements were established to support organisation, the Board of Management decision-making during the transition period. is responsible for strategic direction and The Board of Management is the key strategic business and compliance performance. governing body for the organisation. Accountability for the department’s operations A number of committees have been put in under the Financial Administration and Audit place to advise the board or make decisions Act 1977 resides solely with the Director- that do not require the full board. Committees General as the Accountable Offi cer. As the are chaired by a board member and include Director-General is chair of the board, all regional representation. decisions of the board will be approved by the accountable offi cer and will be binding. Committee chairs report to the board about the decisions, endorsements and key issues Each member of the Board of Management is discussed at each committee meeting. These a senior executive with specifi c responsibilities committees are: within the department. Membership of the • Strategy, Policy and Practice Committee board is 50 per cent male and 50 per cent female. At the weekly board meetings, • Budget and Performance Monitoring members exercise their authority as a group in Committee collective decision-making in the best interests • Strategic Projects Committee of the department. The board’s seven key • Human Resources Committee functions are as follows: • Executive Management Committees (for Housing and Homelessness Services, Strategic direction Community and Youth Justice Services, • defi ning, reviewing and guiding corporate Child Safety Services, Disability, Home and strategy Community Care, and Community Mental • establishing departmental priorities Health Services, Sport and Recreation • providing the strategic focus for the Services, and Aboriginal and Torres department’s communication program. Strait Islander Services and Multicultural Services). Resource management The Audit and Risk Management Committee • allocating resources to support the delivery reports directly to the Director-General of services, including approval of short and and provides advice and support to the long-term investment and strategies. Director-General in the discharge of her Performance fi nancial management responsibilities • setting corporate performance objectives imposed under the Financial Administration and monitoring performance against and Audit Act 1977 and the Financial these objectives using tools such as client Management Standard 1997. satisfaction surveys • developing and monitoring performance against the department’s fi scal strategy • monitoring the department’s service delivery, including its whole-of-government agenda for the delivery of services to Aboriginal and Torres Strait Islander Queenslanders.

102 Department of Communities | 2008–09 Annual Report Our organisational capability and governance Compliance • Transition Director, Corporate and • ensuring there are adequate processes Executive Services to comply with statutory and accounting • Chief Finance Offi cer requirements. • Chief Information Offi cer • General Manager, Communities’ Property Risk Portfolio. • ensuring the integrity of the department’s reporting systems and that there are During 2008–09, the Board of Management appropriate systems of control to manage led a number of key activities for the the department’s risk, fi nancial and department, including: operational resources • endorsing and overseeing implementation • monitoring the effectiveness of the of the department’s transition program, department’s governance practices and which focused on improving client, making changes as needed. community and service delivery outcomes • planning cross-service workshops involving Accountability a representative sample of staff from • setting the framework for reporting on the across the department to identify preferred department’s performance to the Ministers practices and behaviours to improve our and government. interactions with clients and communities • endorsing the department’s new Interim Culture and relationships Strategic Framework which details the new • maintaining effective relationships and goals, objectives and key priorities of our partnerships with stakeholders new department, at both a whole-of-agency • fostering an appropriate corporate level and for each service area. culture linked to the department’s values, behaviours and code of conduct. As at 30 June 2009, the Board of Management comprised: • Director-General, Department of Communities • Deputy Director-General, Disability, Home and Community Care, and Community Mental Health Services • Deputy Director-General, Housing and Homelessness Services • Deputy Director-General, Child Safety Services • Deputy Director-General, Aboriginal and Torres Strait Islander Services • Deputy Director-General, Community and Youth Justice Services • Deputy Director-General, Sport and Recreation Services • Transition Director, Machinery-of- Government Implementation • Transition Director, Strategic Policy

Our organisational capability and governance Department of Communities | 2008–09 Annual Report 103 Board of Management (from left) Linda Apelt, Bruce Milligan, Bette Kill, Judy Bertram

Meet our Board of Management members

Linda Apelt (Chair) Bette Kill Director-General, Deputy Director-General, Department of Communities Housing and Homelessness Services As the Chief Executive, Linda is responsible Bette is responsible for the delivery of housing for the strategic and operational management and homelessness services. Bette was raised of our department. Linda was appointed to this and educated in the United States of America position in early 2004. Prior to taking up her and spent 25 years in New Zealand’s public appointment, Linda was the Director-General health sector. On arrival in Brisbane in 2002, for the former Department of Housing. During Bette worked for the former Disability Services her extensive government career she has also Queensland as the Executive Director, Policy held a number of senior executive positions, and then as the Assistant Director-General. primarily in the former Department of Local Since transferring to the Department of Government, Sport and Recreation and the Communities in July 2005, Bette has been the former Department of Education, Training and Deputy Director-General. Bette has expertise the Arts. Linda has a Bachelor of Education, a in public sector leadership and management, Graduate Diploma of Counselling, a Masters strategic policy, program development and in Educational Studies and is an Adjunct service delivery and has a Masters of Public Professor at the University of Queensland. Health in Community Development.

Bruce Milligan Judy Bertram Deputy Director-General, Deputy Director-General, Disability, Home and Community Care, and Child Safety Services Community Mental Health Services Judy is responsible for the delivery of Bruce is responsible for the delivery of child services, joining the Department of disability services, home and community care Communities following the machinery-of- and community-managed non-clinical mental government change in March 2009. Judy health services. Joining the Department of was the Deputy Director-General in the Communities following the machinery-of- former Department of Child Safety since government change in March 2009, Bruce February 2008. Tertiary-qualifi ed in science was previously in the same position in the and education and with almost 30 years former Disability Services Queensland since experience in the public sector, Judy has held February 2008. He spent eight years as a diverse range of senior leadership positions, Chief Executive Offi cer of the Cerebral Palsy including General Manager, Workplace League of Queensland. Bruce has signifi cant Health and Safety Queensland, Acting leadership and management experience Deputy Director-General in the Department across the government and non-government of the Premier and Cabinet, and General sectors, including roles within the Coordinator- Manager in Strategic Directions, Department General’s Offi ce, Queensland Health and of Employment, Training and Industrial Blue Care. Bruce holds a Bachelor of Arts, Relations. Masters in Regional Science and is a graduate member of the Australian Institute of Company Directors.

104 Department of Communities | 2008–09 Annual Report Our organisational capability and governance Pauline Peel, Kathy Dunning, Craig Matheson, Sandra van Schagen

Pauline Peel Craig Matheson Deputy Director-General, Aboriginal and Deputy Director-General, Torres Strait Islander Services Sport and Recreation Services Pauline is responsible for delivering Aboriginal Craig joined the Department of Communities and Torres Strait Islander services. Pauline following the machinery-of-government joined the Department of Communities change in March 2009. Previously, he was following the machinery-of-government the Deputy Director-General of the former change in March 2009. Previously, she Department of Local Government, Sport was the Deputy Director-General of the and Recreation. Craig was the founding Indigenous Government Coordination Offi ce chair of the National Sport and Recreation since August 2006 — previously in the Development Council. With qualifi cations in Department of the Premier and Cabinet. business and human resource management, Pauline has almost 20 years experience as Craig has almost 20 years experience in a senior manager in diverse organisations, public policy, leadership and corporate including community, business, local, state governance responsibilities in various State and Commonwealth governments. She has Government departments. also been an independent consultant for government, universities and non-government Sandra van Schagen organisations in Australia and internationally. Transition Director, In addition, she is a member of the Cape York Machinery-of-Government Implementation Institute Board. Pauline holds a Bachelor of Sandra was appointed to this position in Arts (Diploma in Education). March 2009 to oversee our department’s transition into new operational arrangements. Kathy Dunning Before this temporary role, Sandra was Acting Deputy Director-General, appointed Assistant Director-General, Community and Youth Justice Services Corporate Performance and Portfolio Services Kathy commenced the role of Acting Deputy in February 2008, after senior roles in Director-General of Community and Youth Organisational Performance and Strategic Justice Services in March 2009. Before this, Planning and Performance Measurement she undertook the role of General Manager, within the portfolio. Sandra has also had Service Delivery in the Department of a signifi cant career in education. In late Communities since March 2007, after 12 2003, Sandra established and headed the years experience in senior management secretariat of the National Performance positions within Disability Services Measurement and Reporting Taskforce Queensland. Kathy held the position of for the Ministerial Council on Education, Executive Director, Programs and Community Employment, Training and Youth Affairs. In Specialist Services in Disability Services addition to teaching qualifi cations, Sandra Queensland for six years, after holding holds a Bachelor of Commerce, Bachelor of various positions as a regional director. Kathy Arts (Mathematics), and is a graduate of the holds a Bachelor of Business (Accounting). Australian Institute of Company Directors.

Our organisational capability and governance Department of Communities | 2008–09 Annual Report 105 Board of Management (from left) Michael Hogan, John Parisi, Ian Fulton, Andrew Spina

Michael Hogan Ian Fulton Transition Director, Strategic Policy Chief Finance Offi cer Since March 2009, Michael has had Since the machinery-of-government change responsibility for shaping the strategic in March 2009, Ian has been appointed as framework and agenda that will guide our Chief Financial Offi cer in the department. efforts to improve services and outcomes Previously, he was the General Manager, for clients and communities across the new Housing Finance, within the former department. Before this, Michael commenced Department of Housing and responsible for as Assistant Director-General, Aboriginal and providing fi nancial strategy and advice and Torres Strait Islander Partnerships, in October managing the department’s home lending and 2006 and was responsible for leading whole- private bond loan programs. Ian has more of-government policy, engagement and service than 20 years senior fi nancial management coordination for Aboriginal and Torres Strait experience. Before joining the Department of Islander Queenslanders. He was also the Housing in 1985, he worked in the Tasmanian Government Champion for Hope Vale. Michael Treasury and several other departments. was previously Assistant Director-General He has also undertaken work in China for of Strategic Policy and before that, Deputy the World Bank on behalf of the Australian Director-General of Community Engagement and Queensland governments. Ian holds a in the Department of the Premier and Cabinet. Bachelor of Commerce. Michael holds a law degree and an arts degree with honours. Andrew Spina Chief Information Offi cer John Parisi During the past 10 years, Andrew has held Transition Director, Corporate and executive management roles in the ICT Executive Services organisations of government departments. John is responsible for the delivery of Andrew was Deputy Executive Director of corporate and executive services that support CorpTech for two years before becoming service delivery. John joined the Department General Manager of Shared Information of Communities following the machinery-of- Solutions in 2004. Until March 2009, Andrew government change in March 2009. Before was responsible for establishing and this, he was the Executive Director, Corporate managing Shared Information Solutions, and Executive Services within the Department which provided ICT applications, operations, of Child Safety, where he was responsible enterprise architecture and project services for leading the effective management of its to the former Disability Services Queensland, fi nances, human resources, information, Department of Communities and Department assets, freedom-of-information and of Child Safety. In April 2009, Andrew became communication services. John has held a interim Chief Information Offi cer for the new number of senior public sector corporate Department of Communities. services and Chief Financial Offi cer roles in both Queensland and New South Wales.

106 Department of Communities | 2008–09 Annual Report Our organisational capability and governance Damian Lavercombe

Damian Lavercombe Departmental committees General Manager, Communities’ Property Portfolio The following committees are internal to the department and have been established to Damian is responsible for the strategic advise the Board of Management or to make management of the department’s property decisions on matters that do not require the assets. Damian joined our department full board. These committees must provide following the machinery-of-government a report to the board following each meeting change in March 2009. Before this, Damian outlining decisions, endorsements and key was the General Manager of Property Portfolio issues at the meeting. Management within the former Department of Housing, a role which he held since the Strategy, Policy and Practice property group was established in 1996. He Committee has extensive experience in the public sector, starting his career in the former Department The Strategy, Policy and Practice Committee of Primary Industries in 1967. Since then, provides the Board of Management with he has held management positions with the advice on key strategic, policy, program and Agricultural Bank of Queensland, the National practice priorities, issues and directions, Parks and Wildlife Service and Queensland and integrated human service and social Rail. He has also worked in a senior development initiatives, related to our management role at Queensland Property department’s goals and objectives for clients, Management, in the former Department of communities and partners. Administrative Services. Damian is a member The role of the Strategy, Policy and Practice of the Property Council of Australia. Committee is to: • ensure a focus on clients, communities and partners in the department’s strategic and operational policy, planning, program, practice, service and knowledge processes • review, endorse, oversee and monitor the implementation of the department’s Integrated Strategic Management Framework • review and endorse the department’s advice to government on key strategic priorities, issues and risks • review and endorse the department’s yearly strategic plan and its annual output and business planning processes • review and endorse the annual business plan of the strategic policy functional area • provide direction in relation to key strategic and operational policy, program, practice and service issues, in particular the development and implementation reform

Our organisational capability and governance Department of Communities | 2008–09 Annual Report 107 priorities and integrated human service or • monitor organisational budget and output social development initiatives performance against targets and milestones • ensure a focus on effective service • review and manage emerging budget and delivery, supported by sound strategic performance risks and operational policy and program and • oversee preparation of the department’s practice management budget and mid-year budget review • ensure the implementation and • monitor adjustments to the department’s effectiveness of priority reforms and budget for the Director-General’s approval. integrated human service or social development initiatives and appropriate Strategic Projects Committee transition of lead responsibilities between The Strategic Projects Committee provides the strategic policy and relevant service the Board of Management with leadership areas and coordination of strategic programs and • oversee the department’s strategic projects that: research, evaluation and review agenda • address issues of high social, cultural, and monitor the implementation and fi nancial and/or priority for the community, effectiveness of strategic research, Ministers and/or the department evaluations and reviews, with a view to sharing fi ndings and strengthening the • are concerned with preparing for future evidence used to inform strategy, policy changes in the environment and practice • are high-risk and/or high-spend • provide input to the development and • address cross-department issues or single implementation of the department’s issues that need corporate oversight performance framework and systems • are essential to the successful delivery • provide input to capability development of a major legislative requirement or frameworks and initiatives for strategy, policy initiative which is a government policy and practice development commitment • provide input to key strategic • would have a major impact on internal communication initiatives relevant to the operations and/or service delivery if they department’s priorities and initiatives failed. • act as a forum for dialogue, showcasing The primary role of the committee is to best practice and fi nalising issues between oversee the department’s total investment in the strategic policy and service areas. change by: Budget and Performance • undertaking an independent annual review and make recommendations on Monitoring Committee the selection and prioritisation of strategic The Budget and Performance Monitoring programs and projects (in line with strategic Committee provides the Board of planning and business planning processes) Management with advice on the department’s • establishing and leading the department’s fi nancial and non-fi nancial performance. The investment in change by assessing primary role of the committee is to: strategic programs and projects at key • oversee the development, implementation points to authorise the next stage (or and compliance with the department’s advise on realigning or discontinuing them) performance management framework • prioritising programs and projects on the • conduct quarterly budget and basis of alignment with the department’s organisational performance reviews strategic plan, funding, the department’s

108 Department of Communities | 2008–09 Annual Report Our organisational capability and governance capability to absorb change and value-for- An executive management committee is money established for each of the departmental • overseeing effective resolution of risks and services: Housing and Homelessness issues that impact on strategic programs Services, Community and Youth Justice and projects Services, Child Safety Services, Disability, • setting departmental policies in portfolio, Home and Community Care, and Community program and project management. Mental Health Services, Sport and Recreation Services, Aboriginal and Torres Strait Islander Human Resources Committee Services and Multicultural Services. The Human Resources Committee provides The primary role of these committees is to: strategic and operational direction on human • ensure all policies and procedures align resource and workforce management with the department’s objectives and issues to help maximise the capability of strategies and comply with relevant the workforce and safe and supportive legislative and statutory requirements workplaces to achieve the department’s goals. The primary role of the Human Resources • identify issues and develop and implement Committee is to: service delivery solutions based on evidence • provide strategic direction and oversee • monitor implementation and effectiveness implementation of departmental human of agreed fi ndings of reviews and resource and workforce management evaluations policies and procedures • oversee implementation and effectiveness • provide direction and develop strategies to achieve departmental goals in workforce of key service initiatives and alignment with diversity, individual performance planning, policy and service priorities. career development, succession planning, equal employment opportunity/anti- Audit and Risk Management discrimination and workplace health and Committee safety The Audit and Risk Management Committee • lead implementation of learning and provides advice to the Director-General on development framework and priorities audit and risk management related matters • direct and support recruitment, and assists in the discharge of her fi nancial development and retention of Aboriginal management responsibilities imposed and Torres Strait Islander staff under the Financial Administration and Audit • direct development of cultural awareness Act 1977 and the Financial Management and competency Standard 1997. • oversee implementation of the human resource management agenda and The role of the Audit and Risk Management achievements. Committee includes: • assessing audit sub-program activity, Executive management committees including reviewing and monitoring the Executive management committees provide activities of Internal Audit Services high-level advice to the Board of Management • reviewing action on internal and external on the development and implementation audit recommendations of strategic and operational policies and • reviewing our fi nancial reports procedures to ensure the department delivers • monitoring and reviewing our control quality services to Queensland communities. framework

Our organisational capability and governance Department of Communities | 2008–09 Annual Report 109 • overseeing our department’s risk Membership of the committee is 32 per cent management systems and policies, male and 68 per cent female. All members are including monitoring the strategic risk internal members in the department, except register and identifying risks, which may for two external members. impact on achieving the portfolio’s priorities. These external members received The Audit and Risk Management Committee remuneration as follows: functions independently from the Board of • Carl Gerrard, a Partner with the accounting Management in the governance structure and fi rm Deloittes, was paid on an hourly basis, provides advice to the Director-General. The (preparation and meeting) which averaged committee meets quarterly, with an additional $1,160 per meeting. meeting scheduled in August to endorse the • Les McNamara, (retired) former Director, annual fi nancial statements. The Audit and Internal Audit with Education Queensland, Risk Management Committee operated in is paid in accordance with the PSIER Policy accordance with its charter and Queensland — Remuneration of Part-time Chairs Treasury’s Audit Committee Guidelines in and Members of Government Boards, 2008–09. Committees and Statutory Authorities. Les Membership of the committee comprises: was paid in accordance with function (B) under the fees schedule, which was $543 • Anna Moynihan, Assistant Director- per ordinary meeting and $272 for the General, Strategic Policy and Evaluation special meeting to endorse the fi nancial (Chair) statements. The difference between the • Bruce Milligan, Deputy Director-General, payments represents recognition of the Disability, Home and Community Care, and time taken to prepare and attend the Community Mental Health Services meetings and is as per the schedule. • Sandra van Schagen, Transition Director, Machinery-of-Government Implementation During 2008–09, the key achievements of • Kathy Dunning, Acting Deputy Director- Audit and Risk Management Committee were: General, Community and Youth Justice • monitoring the performance of the Internal Services Audit Services Branch against the annual • Pam Steele-Wareham, Regional Executive audit plan Director, Wide Bay/Burnett Region, • reviewing our fi nancial statements Disability Services (on a rotational basis • monitoring liaison with the Queensland with other regional executive directors) Audit Offi ce (QAO) and the level of reliance • Dianne Knight, Regional Executive Director, of QAO on the Internal Audit Services Mackay/Whitsunday Region, Community Branch’s work and Youth Justice Services (on a rotational • reviewing the internal control framework basis with other regional executive and identifi ed risks that may impact on the directors) department. • Carl Gerrard, Partner, Enterprise Risk Services Deloitte Touche Tohmatsu (external member) • Les McNamara, retired, former Director Internal Audit, Education Queensland (external Member).

110 Department of Communities | 2008–09 Annual Report Our organisational capability and governance To successfully provide quality services to our clients, we value diversity and employ a workforce that refl ects the community it serves.

Commission for Children and Young People What we will do in the future and Child Guardian in 2008, showed that 98.9 per cent of young people in foster care In 2009–10, we will implement a new internal reported feeling safe and 98.2 per cent of board and committee structure to align with children in foster care reported they felt safe. the department’s new organisational structure. Young people in foster care were asked Our new corporate governance framework to rate their level of happiness with their will consist of: current placement from one (really unhappy) • the Board of Directors, which will set to 10 (really happy). A mean score of 8.8 the department’s strategic direction and was achieved, indicating that most young objectives people in foster care were very happy • strategic committees (Strategy and with their placement. More than half rated Delivery, Budget and Performance and their placement a maximum score of 10. Human Resources), which will advise the Responses from children in foster care about board in relation to their strategic areas their happiness revealed similar fi ndings, with • the Senior Management Group, which 95.4 per cent reported being happy. will be considered an extended Board of Overall, 89.3 per cent of young people in foster Management to oversee operation of our care said their lives had improved over the past strategic objectives 12 months, and 92.5 per cent of young people • Executive management committees and 89.2 per cent of children reported feeling (EMCs), which will be committees of the better off since coming into care. Senior Management Group authorised to make decisions pertaining to their service Disability services users area • the Audit and Risk Committee, which Every two years we survey disability service will provide independent advice to the users and their carers to help us improve the Director-General. services we fund and provide. We contracted an external consultant (Health Outcomes International) at a cost of $0.13 million to conduct the independent satisfaction survey. Client service A total of 2,174 people provided feedback, management mainly through a telephone interview, about government disability services and The department maintained high non-government disability and mental satisfaction levels across all direct service health services. delivery areas and managed complaints and allegations of misconduct according The survey fi ndings indicate that: to the high standards required. • 73 per cent of service users across Queensland were satisfi ed with the Client and stakeholder disability and mental health services they satisfaction high received • 66 per cent of carers were satisfi ed with the Children, young people in care disability services they received. The most recent survey of children and Specifi c survey fi ndings are discussed on young people in foster care, published by the pages 49, 52 and 56.

Our organisational capability and governance Department of Communities | 2008–09 Annual Report 111 Housing services users Managing complaints In 2008–09, the Home Assist Secure Client We maintain a complaints management Satisfaction Review was completed by system that is accessible, accountable TNS Social Research and clients’ overall and provides a timely resolution to satisfaction with this service has consistently complaints. remained very high at 95 per cent, compared with 94 per cent in 2004–05. We manage complaints in accordance with the Offi ce of the Public Service Commissioner Every two years we survey departmental — Complaints Management Directive 13/06 clients paying out their housing loans to and the Australian and International Service inform future program delivery. In 2008–09, Standards (AS4269/ISO10002). 96 per cent of clients indicated they were satisfi ed with this service, exceeding the Complaints managed in 2008–09 are outlined target of 85 per cent. Further information in Table 21 on page 113. about departmental housing loans appears on page 74. Improving complaints management We also measured the performance We reviewed our complaints intake and of Community Renewal through the assessment processes, complaint classifi cation annual Community Life Survey, with levels and Complaints Management Policy results showing that 84 per cent of residents in 2008–09 and will implement identifi ed were satisfi ed with their Community Renewal improvements during 2009–10. zone as a place to live. Further information We also developed an easy step-by-step about Community Renewal appears on guide to handling child safety matters which pages 75–77. will be distributed to all electorate offi ces across the state during 2009-10. The guide Sport and recreation users will assist people involved in the child In 2008–09, we achieved a participant protection system to participate in, infl uence, satisfaction rating of 88 per cent (exceeding add value to and question the decisions made, the target of 85 per cent) for our sport and the service provided and the behaviour of recreation programs, including: employees. • Adventure Package, Structured Sports Package, Stay and Play Program and Appeals and reviews — Housing Holiday Adventure Program Services • Get Active Queensland Accreditation Program and Schools Programs Our department has a comprehensive appeals • Teacher Professional Development process for the housing services we provide. Workshops Under the Housing Act 2003, members of • Locker Rooms. the public can appeal against decisions, Further information about sport and recreational including eligibility for social housing and programs appears on pages 84–87. the type and location of social housing to be provided. We achieved a stakeholder satisfaction rating of 85 per cent (equal to our target) for services People also can lodge an administrative provided by the Queensland Academy of appeal against matters not covered by the Act, Sport (QAS). Further information about QAS including rent assessment, market rents and appears on pages 88–89. loan eligibility.

112 Department of Communities | 2008–09 Annual Report Our organisational capability and governance Participant satisfaction rating exceeded our target with sport and recreation programs, including those from our Active Recreation Centre programs (pictured), achieving 88 per cent.

An application for an appeal must be made in their eligibility was made, rather than incorrect writing within 28 days of the client becoming decision-making or policy application. aware of the decision, although some appeals may have been considered outside this Similarly, the increase of administrative timeframe. appeals can also be attributed to the implementation of the Client Intake and We received 1,200 appeals between 1 July Assessment Process. Refer to Table 22 on 2008 and 31 March 2009, representing an page 114 for a summary of recent trends. increase of 669, or 126 per cent, compared with 2007–08. Handling allegations of This is primarily the result of the department’s misconduct move to a needs-based assessment process In accordance with the reporting obligations of (the Client Intake and Assessment Process) the Crime and Misconduct Act 2001, we report where applicants are prioritised on their level all matters involving alleged or suspected of need. offi cial misconduct to the Crime and Misconduct Commission (CMC). Allegations of Of the 389 legislative appeals received, misconduct managed in 2008–09 are outlined 264 decisions were overturned or amended. in Table 23 on page 114. While this represents a substantial increase from previous years, it is the result of changes No employees appeared before the CMC’s to clients’ circumstances after the decision on Offi cial Misconduct Tribunal in 2008–09.

Table 21: Complaints managed by the department in 2008–09 Complaints Percentage of complaints managed received1 within agreed timeframes Aboriginal and Torres Strait Islander Services 0NA Child Safety Services 1,655 69% Community and Youth Justice Services 19 79% Disability, Home and Community Care, 2554 77% and Community Mental Health Services Housing and Homelessness Services 4952 100%3 Multicultural Services 0NA Sport and Recreation Services 52 100% Women’s Services 0NA Total 2,476 NA More than 2,400 complaints were managed centrally during 2008–09. Notes: NA = Not applicable. 1. Unless otherwise indicated, fi gures include complaints managed centrally, not complaints received and managed by regional offi ces. 2. Only 46 complaints were managed centrally. The remainder were managed by regional offi ces. 3. Relates to the 46 complaints managed centrally. Data is not available on the regionally managed complaints. 4. Includes 48 complaints managed by the Home and Community Care Program.

Our organisational capability and governance Department of Communities | 2008–09 Annual Report 113 Table 22:

Reviewable decisions and administrative appeals by clients 2004–05 2005–06 2006–07 2007–08 2008–09 Appeals under the Housing Act 2003 Number of decisions overturned or 46 (36%) 58 (47%) 53 (43%) 63 (32%) 264 (68%) amended Number of decisions upheld 79 (64%) 65 (53%) 66 (53%) 88 (45%) 106 (27%) Number of applications pending NA NA 5 (4%) 44 (23%) 19 (5%) Total 125 123 124 195 389 Administrative appeals Number of decisions overturned or 82 (19%) 90 (26%) 118 (38%) 99 (27%) 98 (12%) amended Number of decisions upheld 347 (81%) 250 (74%) 180 (58%) 203 (54%) 700 (86%) Number of applications pending NA NA 10 (3%) 72 (19%) 13 (2%) Total 429 340 308 374 811

Legislative and administrative appeals have increased signifi cantly over the past fi ve years.

Note: NA = Not applicable.

Table 23:

Matters involving alleged or suspected offi cial misconduct managed in 2008–09 Matters Matters Matters Matters referred to the referred to the resolved as at outstanding CMC by the department by 30 June 2009 as at department the CMC 30 June 2009 Aboriginal and Torres Strait Islander 6015 Services Child Safety Services 34 43 43 34 Community and Youth Justice Services 49 03019 Disability Services, Home and 3301716 Community Care, and Community Mental Health Services Housing and Homelessness Services 5142 Multicultural Services 0 0 NA NA Sport and Recreation Services 1001 Women’s Services 0 0 NA NA Total 128 44 95 77 All matters of alleged offi cial misconduct are reported to the CMC. Note: NA = Not applicable.

114 Department of Communities | 2008–09 Annual Report Our organisational capability and governance Child death reviews Community engagement Where Child Safety Services received information about alleged harm or risk of Community engagement is an active harm to a child in the three years prior to their demonstration of the department’s death, we undertook a review of the child’s commitment to seek input into decision- death. This includes children or young people making, keep the community informed subject to a referral or statutory intervention or of progress and provide opportunities to care in the three years prior to their death. In contribute to evaluative processes. 2009, the deaths of 79 children were subject to review in Queensland. Working with the community allows us to respond more effectively to community needs. An internal committee reviews the report We consult with the wider community through relating to each child death to ensure that regular Community Cabinet meetings and report recommendations are assessed and Ministerial Regional Community forums. We implemented. A copy of each report is also continued to work formally and informally submitted to the Queensland Coroner where with advisory bodies, industry and community the death is a reportable death under the reference groups, community organisation Coroners Act 2003. representatives, peak industry bodies, A copy of the report is also submitted to local government and other state and the Child Death Case Review Committee, Commonwealth government agencies. an independent committee chaired by the The key community engagement mechanisms Commissioner for Children and Young People used by our agency are outlined below. and Child Guardian. In the case of reportable deaths, the committee provides its own report Ministerial advisory bodies about the review to our department and to the Queensland Coroner. Ministerial advisory bodies representing key stakeholders help ensure that stakeholders’ This detailed and transparent review process perspectives are considered in the development identifi es opportunities to continuously of policies, programs and services. Our improve our services to Queensland’s children department consulted with advisory bodies and young people. on issues affecting multicultural communities, Indigenous communities, people with a disability, their families and carers, women, What we will do in the future seniors, sport and youth. In 2009–10, we will: Multicultural Community Ministerial • develop a single Complaints Management Advisory Committee Policy that incorporates the best aspects of the complaints management systems The committee, established in August of each of the former departments that 2007, provides advice to the Minister for now make up the new Department of Multicultural Affairs on implementation of Communities. the Queensland Government’s multicultural policy. It also offers guidance on emerging issues in multicultural policy development and implementation, particularly on combating racism. At the Minister’s direction, the committee also advises on strategies and

Our organisational capability and governance Department of Communities | 2008–09 Annual Report 115 projects to improve services and programs for Community (four representatives), the people from culturally and linguistically diverse corporate sector (two representatives), backgrounds. education sector (one representative) and the Executive Director, Multicultural Services. In 2008–09, the committee started preliminary Membership is 37.5 per cent male and work on a private sector engagement strategy 62.5 per cent female. and provided advice to the government on the implementation of the Queensland Board members are not remunerated. Costs multicultural policy, Multicultural Queensland for the board meetings are met from the — making a world of difference. department’s budget. We also provide the board with administrative support. Chaired by the Parliamentary Secretary for Multicultural Affairs, the committee consists Queensland Aboriginal and Torres Strait of 15 members of diverse cultural, linguistic and religious backgrounds. Members, Islander Advisory Council who are appointed for two years, come The Queensland Aboriginal and Torres Strait from metropolitan and regional areas of Islander Advisory Council provides a direct Queensland, including an Australian South link between Aboriginal and Torres Strait Sea Islander. Membership is 54 per cent male Islander Queenslanders and government. and 46 per cent female. The council provides advice on policies, programs, services and partnerships to Committee members are not remunerated. support Toward Q2: Tomorrow’s Queensland Costs for committee meetings are met from and Closing the Gap targets. The council’s Multicultural Sevices’ budget. Multicultural inaugural meeting was held in Brisbane on Sevices also provides the committee with administrative support. 12-13 February 2009. In 2008–09, the council provided advice The Board of Advice to the on the acknowledgement of Indigenous Australian South Sea Islander Queenslanders in the preamble to the Scholarship Foundation Queensland Constitution and on how the The board provides advice on the government, in partnership with Aboriginal and administration of the Australian South Sea Torres Strait Islander Queenslanders and the Islander Community Foundation to support corporate and not-for-profi t sectors, can meet the educational needs of Australian South Sea the national Closing the Gap targets and the Islander (ASSI) descendants. Toward Q2: Tomorrow’s Queensland ambitions. The role of the board includes providing The Minister for Aboriginal and Torres advice on the administration of the tertiary Strait Islander Partnerships is the council scholarship program, consulting with chair. The advisory council is made up of the community, universities and other 14 Aboriginal and Torres Strait Islander stakeholders to ensure the scholarship men and women from across all age program provides maximum benefi t to the groups. Participants come from a mix of community, providing a board member to the urban, regional and remote areas and scholarship selection panel and assisting represent entrepreneurial, economic, with promotional, networking and fundraising cultural, social and/or environmental activities for the ASSI community. interest groups. The Board of Advice includes representatives Membership is 50 per cent male and 50 per from the Australian South Sea Islander cent female (excluding the Minister).

116 Department of Communities | 2008–09 Annual Report Our organisational capability and governance The total cost of the council during 2008–09, funded disability services and undertakes including sitting fees, travel, accommodation independent reviews of sample cases. and other on-costs, was $80,000. The committee chair is John Ford, who was Disability Council of Queensland and appointed in 2007–08 for a term of three Regional Disability Councils years. The committee met three times and system improvement recommendations were The Disability Council of Queensland and the presented to the Director-General and the Regional Disability Councils provide important Minister on improved services for people with links between the government and community a disability. stakeholders on the development of key disability policy and legislation. The total cost of the committee during 2008–09, including sitting fees, travel, accommodation The statewide Disability Council of and other on-costs, including recruitment for Queensland is chaired by Paul Larcombe, new committee membership, was $18,886. who has been appointed for a second three- year term from December 2007. The chair Smart Women — Smart State Taskforce of each Regional Disability Council is a The Smart Women — Smart State Taskforce member of the statewide Disability Council of provided expert advice to the Minister for Queensland, and all councils provide direct Women on strategies to increase women’s advice to the Minister for Disability Services participation and leadership in Queensland’s via the statewide council. Membership is science, engineering and technology 31.6 per cent male and 68.4 per cent female. industries. Signifi cant achievements in 2008–09 include Key outcomes for the taskforce during advising the department on the development of 2008–09 included a Women Engineering the Shared Vision disability conference for 2009, Queensland workshop in Brisbane, attended consulting on the Carers Business Discount by 140 female engineering students from Card and the Companion Card, as well as the Brisbane and regional universities, and Young Volunteer Awards, and providing advice development of several information resources to the Minister on a number of statewide issues for women and their employers in science, impacting on people with a disability. engineering and technology industries. The total cost of the Disability Council of Upon conclusion of its term on 28 March Queensland and the Regional Disability 2009, the taskforce delivered a fi nal report, Councils during 2008–09, including sitting outlining its achievements and made seven fees, travel, accommodation and other recommendations to maintain momentum on-costs, was $0.32 million. and capitalise on the success in supporting women’s participation. Complaints Management Quality The taskforce members appointed for the Committee second term (23 April 2007–28 March The Complaints Management Quality 2009) included eight representatives from Committee provides independent advice to the non-government sector and fi ve the Minister for Disability Services on the representatives from across government. quality of our disability services complaints Membership is 100 per cent female. The management system. It also receives total cost of the taskforce during 2008–09, departmental reports on all complaints including sitting fees, travel, accommodation about the department’s operated and and other on-costs was $5,539.

Our organisational capability and governance Department of Communities | 2008–09 Annual Report 117 Queensland Seniors Council Board of the Queensland Academy The Queensland Seniors Council provides of Sport advice on issues relating to the development The Board of the Queensland Academy of policies, programs and services for of Sport provides advice to the Minister seniors. In 2008–09, the council focused on on policies and the strategic direction of active ageing, housing affordability, including the Queensland Academy of Sport (QAS). homelessness and the rising cost of living, The board includes former elite athletes and elder abuse prevention. and leaders in the Queensland sports, business and scientifi c communities. Members of the Queensland Seniors Membership is 73 per cent male and Council are drawn from diverse backgrounds 27 per cent female. and locations. Membership includes a representative from each of the department’s The total cost of the board during 2008–09, regions, an Aboriginal representative and including sitting fees, travel, accommodation a Torres Strait and South Sea Islander and other on-costs, was $19,018. representative, an independent Chair and an ex-offi cio representative from our Offi ce for Duke of Edinburgh’s Award Committee Seniors. Membership is 36 per cent male and The Duke of Edinburgh’s Award Committee 64 per cent female. provides strategic guidance and operational The total cost of the council during 2008–09, advice to the Minister on the operations of the including sitting fees, travel, accommodation award in Queensland and promotes it through and other on-costs, was $50,000. industry and community networks. The committee works closely with the State Award Queensland Youth Council Offi ce within the Offi ce for Youth to implement the award program. The Queensland Youth Council gives young people an opportunity to get involved in The committee has helped promote government decision-making. During its term, the award with schools and other the council addressed the seven key priority organisations, in particular those working areas of youth justice, youth violence, youth with marginalised young people. Committee health, youth homelessness, safer Schoolies members have also helped with operational Week, school retention, and the linking of reforms, including the Adventurous Journey youth consultation mechanisms at local, Review. Membership is 61 per cent male and regional, state and national levels. 39 per cent female. The Queensland Youth Council has a clear The total cost of the committee during regional and remote focus and includes 2008–09, including reimbursement of costs to young people from a range of backgrounds committee members, travel and other costs, and life experiences. It includes 20 young was $2,500. members, with two representatives from each of the department’s regions, and an ex-offi cio Ministerial advisory groups representative from our Offi ce for Youth. Membership is 38 per cent male and As well as consulting with key stakeholder 62 per cent female. groups, the department consulted with Ministerial advisory groups addressing The total cost of the council during 2008–09, major issues, including domestic and family including sitting fees, travel, accommodation violence, youth violence and housing and other on-costs, was $70,000. standards and accreditation.

118 Department of Communities | 2008–09 Annual Report Our organisational capability and governance The Duke of Edinburgh’s Award is internationally recognised as an award for young people based on challenge, adventure and achievement.

Ministerial Advisory Council on Chaired by the Minister for Police, and Domestic and Family Violence co-chaired by the Minister for Community Services and Housing, the council consists The council provides advice on issues about of representatives from key agencies and the development of policies, programs and community members. Membership is 66 per services to reduce domestic and family cent male and 34 per cent female. violence. Council costs are met by the Queensland The council is regionally representative Police Service. and members have a diverse range of backgrounds and experience. Membership Community Housing Standards and includes one representative from each of Accreditation Council the department’s regions, an independent chair, one representative of the multicultural The council provides advice on issues community, four Indigenous representatives about the management and promotion of and seven ex-offi cio Queensland Government the Community Housing Standards and representatives from relevant agencies. Accreditation System. Membership is 13 per cent male and Membership of the council includes 87 per cent female. representation from a rural housing provider, In 2008–09, the council focused on informing remote housing provider, community the development of the Queensland housing provider interests, community Government’s strategy to target domestic housing tenants’ interests, peer evaluators, and family violence, and identifying links Indigenous community housing providers’ between domestic and family violence and interests, two members representing other social issues, such as alcohol and drug Department of Communities housing peak abuse, health problems and mental illness. bodies, the Tenants’ Union of Queensland, Members also provided advice for the current Queensland Shelter, the Executive Director, review of the Domestic and Family Violence Social Housing Programs, and the Executive Protection Act 1989 and played an active role Director, Remote Indigenous Housing and in Domestic and Family Violence Prevention Homelessness Programs. When necessary, Month in May 2009. two members with specifi c expertise in property management, change management, The total cost of the committee during 2008–09, quality assurance and quality improvement including sitting fees, travel and accommodation systems, or community sector development and other on-costs, was $55,000. also join the council. Membership is 8 per cent male and 92 per cent female. Ministerial Advisory Council on In 2008–09, the council set the strategic Youth Violence directions for the Community Housing The council was established in 2008 as Standards and Accreditation System, a recommendation of the Youth Violence worked with the department to monitor and Taskforce. This taskforce initiative was evaluate the system’s progress, provided implemented in late 2006 to examine ways to advice on management of the system, reduce incidents of violent behaviour among including training requirements, policy matters young Queenslanders. The council considers and work plan priorities, and provided advice emerging youth trends and issues about youth on how to promote the system and provide violence, as well as implementation of the a quality service to providers, government taskforce report recommendations. and clients.

Our organisational capability and governance Department of Communities | 2008–09 Annual Report 119 The council also monitored the Accommodation Support and Respite appropriateness of National Community Services — Service User Advisory Housing Standards from a Queensland Groups context and further developed standards for a broader up-take in Queensland, and Service user advisory groups provide advised on agreements between the National an opportunity for service users of the Community Housing Accreditation Council Accommodation Support and Respite and the Queensland Community Housing Services and families to give feedback about Accreditation Council on the operation of the all aspects of services, including advice to accreditation system and the use of standards. ensure service delivery meets the Queensland Disability Service Standards. The standards The total cost of the council during are designed to ensure people with a disability 2008–09, including sitting fees, travel and receive quality services and their rights are accommodation and other on-costs, was acknowledged by service providers. $14,555. Service user advisory groups exist at a state Departmental advisory bodies and a local service centre level to enable greater involvement of service users, families, State Community Recovery Committee guardians and other stakeholders in service delivery. The State Community Recovery Committee supports the department as the functional lead Reference Group on Disability agency for community recovery. Members of the State Community Recovery Committee are The Reference Group on Disability helps to drawn from Queensland and Commonwealth ensure the views of people with a disability government departments and non-government and service providers inform the department’s organisations. The committee provides work. The Reference Group on Disability information and planning support to help consists of government and non-government communities recover after a disaster, including representatives. It was consulted during the the development and annual review of the year on several issues, including development State Community Recovery Plan. Membership of a disability service plan whole-of- is 66 per cent male and 34 per cent female. government evaluation framework.

Other advisory groups Younger People in Residential Aged Care Reference Group Other groups consulted by the department about policy development and service The Younger People in Residential Aged delivery include service user advisory Care Reference Group provides advice on groups, reference groups, partnership the development of the Younger People in forums and other forums. We consulted with Residential Aged Care initiative. The several groups, including those relating to reference group comprises key government accommodation support and respite services, and non-government stakeholders. people with a disability, carers and service Non-government organisations represented providers for people with a disability, younger include Queensland Advocacy Incorporated, people in residential aged care, home National Disability Services Queensland, and community care, child protection, and Carers Queensland, Cerebral Palsy League opportunities for, and management of, trail of Queensland, Multiple Sclerosis Society and bike riding. the Brain Injury Association of Queensland.

120 Department of Communities | 2008–09 Annual Report Our organisational capability and governance Non-Government Organisations/ Aboriginal and Torres Strait Islander Child Disability Services Partnerships Forum Protection Peak Ltd and Wu Chopperen Health Service. Government representatives The Non-Government Organisations/ include the Commission for Children and Disability Services Partnership Forum aims Young People and Child Guardian, the Child to engage and build effective relationships Safety Directors Network and our department. between representatives from a variety of stakeholders and build effective engagement The forum currently has four working groups: strategies between service providers and our Family Supports, High Risk Adolescents, department. The partnerships forum provides Transition from Care and Indigenous a vehicle for shared leadership on service Placements. delivery in the disability and non-government mental health sectors. Members include Trail Bike Industry Reference Group National Disability Services, the Queensland The Trail Bike Industry Reference Group Alliance and our department. supports the government in addressing issues about opportunities for, and management of, Home and Community Care (HACC) lawful trail bike riding. Partnership Forum The reference group has 24 members, In recognition of the broader client group, including two departmental staff. Membership legislative base and different funding models, includes community/council representatives, a separate Home and Community Care peak industry bodies, major off-road (HACC) Partnership Forum provides an motorcycle retailers, commercial trail riding opportunity for shared leadership on policy businesses, conservation groups, riders and operational issues that impact on HACC associations and clubs, and professional and service delivery and program development. recreational riders and associates. Membership consists of key industry associations, a diversity of HACC-funded The reference group aims to improve services and senior offi cers from across the communication and develop working disability, Home and Community Care, and relationships between stakeholders in the community mental health service area. trail bike riding sector, support exchange of information, advice and feedback, and help Child Protection Partnership Forum develop solutions to trail bike issues and ways The Child Protection Partnership Forum was to locate riders for a market evaluation. established to facilitate strong partnerships between government agencies and the Home and Community Care government and non-government sectors Program — Independent Forums to deliver a more responsive and integrated approach to child safety issues. In 2008–09, the department allocated funding to Queensland Aged and Disability Advocacy, The Child Protection Partnership Carers Queensland and the Council on the Forum comprises key government and Ageing Queensland to conduct independent non-government stakeholders. forums throughout Queensland for Home and Non-government organisations represented Community Care (HACC) program clients and include Griffi th University, CREATE carers on HACC and other Commonwealth- Foundation, Family Inclusion Network, Foster funded programs. Feedback from these Care Queensland, Lifeline Community Care, forums assisted in the development of the Churches of Christ Care, PeakCare, Qld HACC Triennial Plan 2008–2011 and has

Our organisational capability and governance Department of Communities | 2008–09 Annual Report 121 informed ongoing program development, • organise staffi ng resources to ensure planning and service delivery. quality service delivery • ensure the use of fair and equitable Centre of Excellence in Behaviour employment practices. Support Advisory Committee Our staffi ng policies aim to ensure we deliver This committee was established in 2008 to high-quality services that also meet legislative advise the Director of the Centre of Excellence requirements. Our policies, outlined in this on emerging practice issues and priorities for the section, include areas such as recruitment centre’s research and learning and development and selection, training and development, programs. It forms a key part of the centre’s ethics and conduct, diversity and equity and stakeholder engagement mechanisms. The workplace health and safety. committee includes representatives of the tertiary sector, experts in the behaviour support Our staff profi le fi eld and government and non-government As at 30 June 2009, we had 9,718 full-time- service providers with a particular interest and equivalent (FTE) staff distributed across eight experience in behaviour support. service delivery areas (refer to Graph 12 on page 123). Of our total staff, 69.45 per cent are based in regional offi ces with 30.55 per What we will do in the future cent located centrally. In 2009–10, we will: • support the advisory bodies to provide Following the machinery-of-government key advice to the Ministers and the changes announced in March 2009, we department to inform our decision-making developed a new organisational structure and processes and to generate innovative staff alignment (refer to page 99). We move to ideas. the new structure on 3 August 2009. Of our total staff, 7,668 (or 79 per cent) were permanent employees, 1,735 (18 per cent) Workforce management were temporary and 315 (3 per cent) were casual (see Table 24 on page 123). Staff establishment and policies In line with a directive from the Premier, we Our establishment management policy for staff is report the number of staff whose jobs have to manage budget and staffi ng resources within a signifi cant component of media or public the organisational structure that enables the relations. As at 30 June 2009, the total was achievement of organisational objectives. 49 FTE staff.

Our managers are accountable for the Change management management of their establishment and associated budget. The new departmental arrangements are more streamlined and will provide staff with They must: opportunities to work together to deliver • ensure staffi ng budgets are not exceeded services that are coordinated and integrated • monitor and review their staffi ng structure from the client’s experience and more effi cient to ensure allocated resources are used from the department’s perspective. This will effectively and effi ciently provide greater capacity for staff to deliver early intervention services when they are most needed by our clients.

122 Department of Communities | 2008–09 Annual Report Our organisational capability and governance Leadership development Graph 12: Number of FTE staff as at 30 June 2009 (1,2) We invest in our current and future leaders through leadership and professional 3,500 development programs, including services for senior staff. In 2008–09, there were 2,132 instances where senior and middle-level 3,000 managers participated in management and leadership programs. 2,500

Reward and recognition 2,000 Our reward and recognition policy is to develop and reward a culture of high 1,500 performance, continuous improvement Housing and Homelessness Services (1,349) and client service. Our reward and Services (2,080) 1,000 recognition ceremonies represent a tangible Child Safety Services (2,553) Community Mental Health Services (3,106) demonstration of this commitment, as well Home and Community Care, Disability, Sport and Recreation Services (369) Multicultural Services (19) Women’s Services (30) Women’s Aboriginal and Torres Strait Islander Services (212) Torres Aboriginal and as participation of our staff in Australia 500 Day Awards, Ministers Excellence Awards Justice Youth Community and and the Premiers Awards for Public Sector 0 Excellence. We have a total of 9,718 full-time-equivalent staff in our department as at 30 June 2009. Our awards recognise innovation, excellence Notes: and dedication. We also acknowledge long 1. Information on previous years is not available due to service to the department. machinery-of-government changes. In future annual reports we will be in a position to report our results over multiple years. 2. Corporate staff are allocated to the service delivery area to which they relate.

Table 24: FTE staff by employment status as at 30 June 20091 Permanent Temporary Casual Total Housing and Homelessness Services 1,104 242 3 1,349 Community and Youth Justice Services 1,578 363 139 2,080 Women’s Services 25 5 0 30 Disability Services, Home and 2,471 493 142 3,106 Community Care, and Community Mental Health Services Aboriginal and Torres Strait Islander 174 38 0 212 Services Multicultural Services 154019 Child Safety Services 2,016 531 6 2,553 Sport and Recreation Services 285 59 25 369 Total 7,668 1,735 315 9,718 The majority of our staff are permanent employees. Notes: 1. Information on previous years is not available due to machinery-of-government changes. In future annual reports we will be in a position to report our results over multiple years.

Our organisational capability and governance Department of Communities | 2008–09 Annual Report 123 Staff conduct and ethics Act 1994: respect for the law and the system of government, respect for persons, integrity, Our code of conduct outlines our commitment diligence, and economy and effi ciency. Our to ensuring employees maintain an code of conduct describes the obligations appropriate standard of conduct. In line and standards of each principle and gives with the Public Sector Ethics Act 1994, our examples in everyday work activities. code requires that all our employees must be familiar, and comply, with the expected Access to the code of conduct standard of conduct outlined in the code of conduct. During 2008–09, we implemented All staff have access to our code of conduct several activities to implement the Public via our department’s internet and intranet. Sector Ethics Act 1994 as outlined below. Hard copies are also available to staff when attending training on our code of conduct. New code of conduct Our code of conduct is also available to Our code of conduct guides staff on members of the public via the department’s professional and ethical conduct in the internet or in hard copy on request. workplace. We have commenced the development of a new code of conduct to Education and training refl ect the obligations of staff in the new We educate and train all employees about our Department of Communities. It is anticipated code of conduct as part of their induction. The that following consultation with staff and their training requires them to certify that they have representatives, the code of conduct will read and understood its provisions. At this be available for release in the fi rst quarter training, staff learn about: of 2009–10. • the operation of the Public Sector Ethics Our code of conduct is based on the fi ve Act 1994 principles outlined in the Public Sector Ethics • application of ethics principles and obligations to public offi cials

Frontline staff recognised

Child Safety Services presented Quality Practice Awards to seven frontline staff. Recipients were selected for their commitment to quality child- focused outcomes, improved service provisions, innovative or creative practice initiatives, consistent quality child protection practices, mentoring relationships with staff and the development of collaborative working relationships. Chris (right) from the Mt Gravatt Child Safety Service Centre won the Senior Practitioner Award. ‘One of the many rewards I have enjoyed from my role as a senior practitioner in child protection is the opportunity to help other staff Chris was one of seven frontline staff members achieve their potential and develop skills which promote presented with a Quality Practice the improved safety of children and young people,’ Chris said. Award in 2008.

124 Department of Communities | 2008–09 Annual Report Our organisational capability and governance Graduates Shannan (left) and Yasmin described the graduate program as ‘challenging, educational and gratifying’.

• contents of our code of conduct In order to maintain our high standards of • rights and obligations of public offi cials in service, it is essential we have the right relation to contraventions of our code of people, with the right skills, to deliver solid conduct. outcomes for our clients. This training is available face-to-face or online Our priorities are to build the capability of our via our intranet. During 2008–09, 1,468 staff workforce to ensure we attract and develop received code of conduct training via these talented staff, have structures and jobs that mediums. are appropriately designed and ensure quality learning and development opportunities. Procedures and practices We also want to ensure we have a safe and Our department’s administrative procedures healthy place to work, with a supportive and and management practices also comply with engaging work environment that will infl uence the Public Sector Ethics Act 1994 and with our the retention of our people (refer to pages code of conduct. We audit our administrative 131–132). procedures and practice. We also ensure any allegation of employee misconduct is Attracting and retaining a skilled assessed against the obligations contained in the code of conduct which are derived from the workforce principles in the Public Sector Ethics Act 1994. We offered a number of initiatives to attract and retain quality staff. Whistleblower protection Recruiting skilled graduates We support staff and members of the public who report serious wrongdoings. The Graduate Development Program builds our future workforce with skilled graduates In 2008–09, we received four public interest who will progress through the department. disclosures under the Whistleblowers Forty-six graduates participated in the 2009 Protection Act 1994. All of these matters were Graduate Development Program within suspected offi cial misconduct: Community and Youth Justice Services (20), • one related to a specifi c danger to a person Disability, Home and Community Care, and with a disability Community Mental Health Services (12) and • three related to a specifi c danger to a child Housing and Homelessness Services (14). or young person. Now in its fourth consecutive year, graduate Investigations of these matters have not been specialties encompass different disciplines, fi nalised. including business, law, criminology, behavioural science and psychology. There was one other disclosure which the department and the Crime and Misconduct Increasing the applicant pool Commission assessed as not within the scope Our recruitment and selection policy is of a public interest disclosure. designed to ensure effective and effi cient recruitment and selection for a skilled Workforce planning and diverse workforce that enhances our The expected growth of the disability and department’s capacity for high-quality service community sectors and expected decline in delivery. We improved our recruitment and the number of available workers present us selection processes with new attraction and with a signifi cant challenge. selection tools, policies and procedures.

Our organisational capability and governance Department of Communities | 2008–09 Annual Report 125 These updated resources aim to increase the Work and Learn candidate has the fl exibility number of job applicants per vacancy and will to work around their university commitments enable vacancies to be fi lled more quickly. and/or in holiday periods, providing a valuable resource for our business areas. In Housing and Homelessness Services, for example, we implemented the Build a Specialist skills recruitment Career that Counts campaign which changed the way jobs were advertised. Between Over a four-year implementation period September 2008 and March 2009, external job (2007–2011), the department has committed applications increased by 49.5 per cent. to establish a statewide Specialist Response Service with a workforce of 200 highly trained Scholarships and traineeships clinicians from various disciplines and direct support professionals. Child Safety Services awarded 10 scholarships to external applicants to A national and international recruitment undertake postgraduate qualifi cations that will campaign achieved outstanding success with provide career opportunities in professional 126 positions fi lled in the Specialist Response frontline child protection work. Service and 12 staff recruited for the Centre of Excellence. Such positive recruitment Housing and Homelessness Services outcomes have enabled the statewide service sponsored nine Aboriginal and Torres Strait to commence operations in all regions and the Islander high school students in 2008–09, Centre of Excellence for Behaviour Support contributing funds toward education expenses to commence servicing the disability sector’s for their Year 10-12 studies. Five previous needs. scholarship-holders completed Year 12 in December 2008, one of whom received a Retention rates traineeship within Housing and Homelessness Services. We continued to improve working environments for staff to increase the stability One university student received a National and longevity of our workforce. We ensure we Indigenous Cadetship Project scholarship, have a safe and healthy place to work, with a with a contribution toward higher education supportive and engaging work environment expenses and paid employment within that will infl uence the retention of our people. Housing and Homelessness Services. As at 30 June 2009, our staff retention rate Sixteen school-based traineeships were was 88.8 per cent. Our separation rate for offered in 2009 — one in Sport and Recreation permanent staff in 2008–09 was 12.7 per cent. Services, six in Child Safety Services and nine in Housing and Homlessness Services. Child Safety Services undertook signifi cant efforts in this respect, resulting in a 7 per cent Paid work experience improvement since 2007–08 in the retention of Child Safety Services staff, with the rate Community and Youth Justice Services and rising to 87 per cent. This was accompanied Disability, Home and Community Care, and by a lower separation rate for permanent child Community Mental Health Services introduced safety offi cers (down by 12.8 per cent) and the Work and Learn initiative, which across the wider Child Safety Services sector encourages university students to take on (down by 7.4 per cent). paid work experience. The aim of this initiative is to generate a central pool of skilled work As a result, permanent staff numbers in Child experience applicants for the department. A Safety Services increased during the reporting

126 Department of Communities | 2008–09 Annual Report Our organisational capability and governance period. This was partly due to the success The 2009 Employee Opinion Survey in of a strategy to reduce the proportion of Disability, Home and Community Care, and temporary staff by providing permanency of Community Mental Health Services, Community employment to 354 staff previously employed and Youth Justice Services, Aboriginal and on a temporary basis. Torres Strait Islander Services and Multicultural Services gave staff the opportunity to let us Opportunities for improvement know what they thought about various aspects of their employment with the department. To retain staff, we offer development opportunities that improve performance and The survey was designed to help the encourage professional growth. Initiatives department improve the working lives of staff. include: Results indicated that staff were generally • a corporate induction program to support satisfi ed in their current roles and there was the successful induction of new staff evidence of a strong sense of involvement and • mandatory training in our code of conduct feeling of accomplishment from their jobs. • training in occupational competencies Work/life balance was highlighted as one of our • learning and development programs key strengths by survey participants, as was • leadership and management programs to satisfaction with their immediate work group. assist managers to lead and engage staff • cultural capability training programs Individual business area workshops began in June and all business areas are scheduled to • the Wal-Meta Advancement Program, have action plans developed in response to targeted at Aboriginal and Torres Strait their survey results by August 2009. Islander staff • opportunities to participate in the Study and Voluntary early retirement Research Assistance Scheme. Excellence in client service relies on workforce In addition to training opportunities in sustainability. We are working hard to develop consultation, fi nancial management, and retain a skilled and motivated workforce. investigation and project management, From time to time we may offer staff a departmental offi cers also learn through voluntary early retirement package. Eight coaching, mentoring, work-shadowing, job voluntary early retirement packages were rotation and secondment opportunities. taken by employees in 2008–09, with a total Through the Enterprise Bargaining Agreement, value of $665,667. The department made we encourage skills development with an 21 retrenchments, with severance benefi ts additional allowance or salary progression for totalling $162,279. employees in some areas of our workforce, who obtain extra qualifi cations and skills. We A diverse workforce also offer supportive work policies and fl exible Our diversity and equity policy outlines our work options, including part-time work, job- department’s commitment to providing a sharing and leave options to help employees workplace where there is equal employment balance their work and life responsibilities. opportunity, in recognition of the value placed on a diverse workforce. Our anti-discrimination Listening to our people policy also assists managers and employees We believe open and honest feedback gives in preventing and eliminating workplace managers information they need to provide an discrimination, as a refl ection of the value environment where employees can excel and placed on social and cultural diversity of our grow. department and the community.

Our organisational capability and governance Department of Communities | 2008–09 Annual Report 127 To ensure our staff profi le refl ects the diversity To promote gender equity in our department we: of our client base, we invest in strategies to • celebrated International Women’s Day and increase the participation of women, people International Rural Women’s Day from culturally and linguistically diverse • encouraged staff to attend QSuper and communities, people with a disability and QInvest seminars specifi cally relating to Aboriginal and Torres Strait Islander people. fi nancial planning for women. The diversity of our workforce enriches We abide by the relevant legislation and our department by allowing us to use the Public Sector Industrial and Employee breadth of our staff’s cultural knowledge and Relations Directives to ensure women are experience to enhance our program design treated equally in the workforce. Initiatives and service delivery. include: • implementing policies and procedures Women in our workforce relating to equity, discrimination and The percentage of women in our department grievance resolution is 73 per cent, which compares with the public • creating opportunities to develop skills, sector average of 61.6 per cent (refer to such as relieving in higher duties, Table 25). secondments and training opportunities

Table 25:

Women employees by salary range as at 30 June 2009 Number of Percentage of Number of Percentage of women at AO6 women at AO6 women at SES/ women at SES/ level and above1 level and above SO level2 SO level Aboriginal and Torres 76 59.8% 22 52.4% Strait Islander Services Child Safety Services 614 78.9% 37 68.5% Community and Youth 491 59.6% 39 46.4% Justice Services Disability, Home and 394 74.1% 34 61.8% Community Care, and Community Mental Health Services Housing and 237 54.6% 22 45.8% Homelessness Services Multicultural Services 9 69.2% 0 0.0% Sport and Recreation 51 24.3% 4 25.0% Services Women’s Services 23 95.8% 2 100.0% Total 1,895 81.9% 160 66.7% Three-quarters of senior executive service and senior offi cers are women. Notes: 1. AO6 refers to salary level Administrative Offi cer 6, that is, offi cers earning $70,000 and above. 2. SES and SO refers to Senior Executive Service and Senior Offi cers, respectively, that is, offi cers earning $99,000 and above.

128 Department of Communities | 2008–09 Annual Report Our organisational capability and governance • offering purchased leave and enabling part- We attract and value people who identify as time employment and job-sharing being from an equal employment opportunity • promoting and encouraging attendance at target group. In recognition of this, we: Women’s Leadership Forums. • sponsored two participants in the Migrant Work Experience Program, run by the We also have a policy on fl exible work former Department of Education, Training practices to allow fl exible work arrangements and the Arts, to help address employment that balance high-quality service to clients and barriers facing migrants the individual needs of employees. • sponsored the Queensland Multicultural In addition, our department provides policy Festival in Brisbane and the International and support to the Queensland Government in Unity in Diversity Conference and Cultural relation to: Fest in Townsville • representation of women at salary levels in • developed the Amalga-mate monthly the department newsletter promoting initiatives for culturally • the percentage of women on boards and and linguistically diverse people statutory authorities • celebrated the Taste of Harmony Week • activities that promote the balancing of across the state, including Cairns, work and family responsibilities Townsville, Toowoomba, the Sunshine Coast, the Gold Coast, Ipswich and • initiatives to support women’s career Brisbane. development • programs and opportunities for increasing To ensure that staff interact respectfully and women’s participation in non-traditional competently with people from all cultural fi elds. backgrounds, we: • provided two programs — the Multicultural Staff from diverse backgrounds Competence in Service Delivery program The percentage of staff from a culturally and and the Multicultural Competence in linguistically diverse background is 9.2 per cent, Decision-Making program which compares with the public sector average • developed the Aboriginal and Torres Strait of 9.6 per cent (refer to Table 26). Islander Cultural Capability Framework

Table 26:

Percentage of staff from equal opportunity groups against public sector average as at 30 June 20091 Public sector average Our result People with a disability 5.9% 5.5% People from culturally and 9.6% 9.2% linguistically diverse communities Aboriginal and Torres Strait 2.1% 4.5% Islander employees Women 61.6% 73.0% Our diverse workforce represents our commitment to employment equity. Note: 1. Information on previous years’ results is not available due to machinery-of-government changes. In future annual reports we will be in a position to report our results over multiple years.

Our organisational capability and governance Department of Communities | 2008–09 Annual Report 129 to help staff understand and respond to Wakai, the department’s Indigenous the views and concerns of Aboriginal and Reference Group. Torres Strait Islander Queenslanders. To value and recognise our Indigenous Indigenous staff staff, we: • celebrated NAIDOC Week 2008, including The percentage of Indigenous staff in our department is 4.5 per cent, which is above the regional celebrations and the annual Flag public sector average of 2.1 per cent (refer to Raising Ceremony Table 26 on page 129). • sponsored the 2008 Musgrave Park Family Day in Brisbane We continued strategies to attract and retain • coordinated and participated in the Senior Indigenous staff, not just to meet targets, but Offi cer’s Forum, with the theme Improving to ensure the best possible service delivery to our Service Delivery to Queensland our clients. Indigenous Communities (Opportunities We supported 49 students through the and Challenges) Education to Employment program and • facilitated Yarnin with Murri Wakai sessions 13 participants in the National Indigenous – the interactive cultural understanding Cadetship Program and Indigenous training sessions co-facilitated by our Scholarship Program which provide entry Indigenous employees. pathways for Indigenous staff. Staff with a disability To build the cultural competence of staff, we Our staff are required to perform their duties provided a two-day foundation studies in in a way that demonstrates an awareness and culture training program to all Child Safety understanding of the needs of people with a Services staff. We also provided cultural capability training programs, including the disability. Multicultural Competence in Service Delivery Our Disability Service Plan 2007–10 outlines program (583 attendees) and the Aboriginal our key actions in 2008–09 to support staff and Torres Strait Islander Cultural Capability with a disability by: training (929 attendees). • monitoring employment rates of people To assist Aboriginal and Torres Strait Islander with a disability through equal employment staff to compete for positions and gain opportunity census data and addressing promotions, we provided: issues preventing people with a disability • the Wal-Meta Advancement Program, participating in our workforce which offers on-the-job work experience, • monitoring the implementation of strategies accredited and non-accredited training and identifi ed in the Equal Employment access to a formal mentoring program Opportunity Management Plan 2005–08, • Study and Research Assistance Scheme which targets all members of equal opportunities employment opportunity groups, including • allocated places on Leadership people with a disability Management Australia programs for • including disability awareness issues in the Aboriginal and Torres Strait Islander staff department’s induction program • sponsored Indigenous school-based • including disability awareness training in trainees and established internal mentoring induction programs for all frontline service arrangements with members of Murri delivery staff once available.

130 Department of Communities | 2008–09 Annual Report Our organisational capability and governance Training and development Health and wellbeing We delivered various training and Our staff face signifi cant demands in their duties. development initiatives to our staff to ensure We maintain policies and practices that create the community receives the best services. a safe and healthy workplace for staff, clients These initiatives included: and other people who come into contact with a • tailoring training for youth justice staff, departmental workplace, activity or service. including case worker development, During 2008–09, departmental strategies Indigenous conference support offi cer addressed staff safety, health and wellbeing. training and working with young people affected by alcohol and drugs Safety strategies included: • undertaking community recovery training • working with the Queensland Police for 1,335 staff to ensure we have a skilled Service to develop personal safety risk pool of workers for emergencies assessments and safety plans for staff • delivering skills training in areas such as • working with the Department of Public community consultation, investigation, Works to enhance accommodation security fi nancial management, and project for staff living in remote locations and program management for 38,977 • conducting security reviews of service participant placement centres and personal safety of staff working • awarding 28 scholarships (including to fi ve outside service centres Indigenous people, six people in rural and • implementing duress, GPS and satellite remote locations, three from a culturally technology for frontline staff to maximise and linguistically diverse background) to personal safety and security 18 staff members and 10 people external to • implementing a musculoskeletal strategy the department to undertake postgraduate to assess manual tasks in departmental qualifi cations in professional frontline child workplaces and reduce physical injuries protection work to staff • supporting 94 staff to undertake further • conducting regular health and safety tertiary study through the Study and inspections in accordance with the Safer and Research Assistance Scheme. Healthier Workplaces Strategy 2008–12

Youth worker training

A young person with diffi cult behaviours can be a handful for some people, but not so much for a trained and experienced youth worker. Youth worker training provides staff with the necessary skills and knowledge, particularly to deal with the challenges of working with young people who offend. Modules covered in the training include case management, engagement skills, facilitating co-operative behaviour and self-care. Training features external keynote speakers with expertise in workplace health and safety and youth justice conferencing. Participants have consistently provided positive feedback about the standard of training and its relevance to their work.

Our organisational capability and governance Department of Communities | 2008–09 Annual Report 131 • providing training and education sessions Wellbeing strategies included: on topics such as workplace health and • implementing a wellness program safety awareness, non-violent crisis aligned with the Toward Q2: Tomorrow’s intervention, driver behaviour, fi rst-aid and Queensland goal to make Queenslanders emergency management. Australia’s healthiest people Health strategies included: • implementing on-site health appraisals and • implementing psycho-social strategies to fl u vaccinations for staff minimise risks associated with occupational • developing an interactive healthy lifestyles stress intranet portal which brings together • providing training and education sessions government programs, initiatives and on topics such as vicarious trauma, information to create a healthier community critical incident pre and post-support, • promoting the importance of health and discrimination, workplace harassment and physical activity to all staff, with walking sexual harassment challenges using the 10,000 Steps program. • developing a Working in Remote In 2009–10, we will support injury prevention Communities program specifi cally in our workplaces by building on our safety addressing personal and team resilience, management system. A key project will emotional intelligence and skills in psychological fi rst-aid for staff working in consider an electronic workplace health and remote communities (this program was safety risk management information system to piloted with staff on Palm Island) improve timely management of hazards and • ensuring early intervention rehabilitation preventative strategies following a workplace and return to work plans for staff with work- incident or injury. related and non-work-related injuries or illnesses WorkCover matters and costs • providing personal counselling and critical A total of 609 claims for workers compensation incident debriefi ng through the Employee were lodged with WorkCover at a cost of Assistance Service. $1.9 million (refer to Table 27 on page 133).

10,000 Steps Workplace Challenge

The 10,000 Steps Workplace Challenge 2009 was an opportunity for workplace teams to have fun and to increase their physical activity by walking the combined equivalent of the distance between Brisbane and Cooktown. After completing the challenge, team member Eldon Tepa, program offi cer, said he was now committed to exercising more. ‘I found I had more energy, was more focused and more productive at work and in my studies,’ he said. Our winning team – Programmed for Speed (from left) In total, 134 teams from across the department Eldon ‘the fl ash’, Ravi, Kelly ‘Can’t Catch Me’, Carol, participated. Albin, Helena, Lyndall, May, Desley and Lesly.

132 Department of Communities | 2008–09 Annual Report Our organisational capability and governance Due to machinery-of-government changes, we As well as providing salary increases of are unable to provide comparative information four per cent each year during the life of the for previous years. agreement, a number of agreement initiatives have helped us stabilise our workforce, Reducing absenteeism including: Our absenteeism rate was 3.9 per cent for the • a review of casual and temporary quarter ended 30 June 2009. This compares employment arrangements to increase the with the Queensland public sector absenteeism number of permanent staff in the frontline rate of 3.5 per cent. We are working to address • structural and workload reviews for a absenteeism by: number of roles • providing personal counselling and critical • progression schemes which enable eligible incident debriefi ng through the Employee and experienced staff to obtain a higher Assistance Service salary classifi cation level. • improving our staff’s health and wellbeing The majority of initiatives under the agreement through the walking challenge (10,000 have been completed or are nearly fi nalised, Steps program), skin cancer screening and with negotiations for the next round of fl u vaccinations. enterprise bargaining commencing in May 2009. Industrial relations We worked cooperatively with the Queensland There was no industrial action in 2008–09. Public Sector Union (QPSU) and the Australian Workers’ Union (AWU) to meet obligations under the core State Government Departments Certifi ed Agreement 2006, which expires on 31 July 2009.

Table 27:

Number and cost of WorkCover claims in 2008–09 Number of claims Cost of claims Aboriginal and Torres Strait Islander Services 12 $18,672 Child Safety Services 79 $250,759 Community and Youth Justice Services 139 $331,230 Disability, Home and Community Care, and 336 $1,200,000 Community Mental Health Services Housing and Homelessness Services 30 $111,800 Multicultural Services 1 $6,869 Sport and Recreation Services 12 $6,577 Women’s Services 0NA Total 609 $1,925,907 A total of 609 WorkCover claims were lodged. Note: NA = Not applicable.

Our organisational capability and governance Department of Communities | 2008–09 Annual Report 133 We do this through our analysis of What we will do in the future comprehensive client service delivery, community capability, property and market In 2009–10, we will: data. This helps us determine the costs, • develop a workforce planning framework benefi ts and risks of asset decisions, which that will build our capability to attract are based on the full asset life cycle. Assets and develop talented staff, and ensure are planned, created, managed, used and that we provide a great place to work. disposed/redeveloped. Our framework will be structured on key capabilities needed for improved client Completed capital works service. We will report our workforce In 2008–09, we spent about $291.8 million on planning progress in future annual reports. 775 new service delivery assets. Details about Delivering our framework will help us capital works projects completed in 2008–09 improve services to clients — the better and how they benefi t our clients are reported our staff, the better our services. in the ‘Our performance’ section of this annual report. Some signifi cant capital works projects we delivered in 2008–09 include: Asset management • stage 1A of the Brisbane Childrens Court Our department’s capital works program, refurbishment in December 2008 at a representing a total investment of more capital cost of $0.7 million, including rectifi cation of the car park ramp, security than $500.4 million in 2008–09, ensures enhancements, upgrades of CCTV and that high-standard facilities are available to lighting and the car park exhaust system, support the delivery of community services and replacement of fi re systems to Queenslanders. • construction of the Innisfail Community Centre, completed in December 2008 at a Our property portfolio has a market value of capital cost of $1.5 million about $14.707 billion and includes almost • construction of the Charters Towers 58,000 built assets. Our capital works projects Neighbourhood Centre, completed in across the state include the construction, March 2009 at a capital cost of $2.4 million refurbishment, or purchase of community • refurbishment of the Toowoomba Multi- and neighbourhood centres, detention and Tenant Service Centre, completed in October diversionary centres, safe houses, safe 2008 at a capital cost of $1.6 million havens, social rental housing, as well as the purchase of vacant land for future use. • Stage 2 of the Brisbane Youth Detention Centre refurbishment in January 2009 at Seeking value for money a capital cost of $9.8 million. This included installation of air-conditioning, extension Our department’s property portfolio managers of the kiln building, upgrades to the sports govern all activities in relation to managing hall, bulk store and car park and installation building and land assets to achieve optimal of water tanks service outcomes and value for money. • the addition of 734 dwellings to the social Founded on strong asset management rental housing portfolio by the end of June principles, we implement strategic investment 2009 at a capital cost of $202.5 million, practices to maximise the value, life and comprising 476 new dwellings completed condition of property assets. and 258 purchases of existing dwellings

134 Department of Communities | 2008–09 Annual Report Our organisational capability and governance The new Charters Towers Neighbourhood Centre encourages community growth, provides services to meet community needs and supports improved social wellbeing for the greater community of Charters Towers.

• construction of the Doomadgee Child Safe In 2008–09, we invested $11.5 million House in May 2009 at a capital cost of to complete capital projects for offi ce $0.7 million accommodation including: • construction of a small group home for • completing the new Ipswich area offi ce in children and young people in Mackay in December 2008, at a total cost of March 2009 at a total capital cost of $2.6 million to consolidate three separate $0.7 million tenancies of regional offi ce accommodation • development of a new retail store and bulk disbursed into one building storage facility in Lockhart River at a cost • completing the Nundah Area Offi ce in April of about $6.5 million 2009, at a cost of $1.5 million to relocate • security upgrades, fi re safety and other staff from a department-owned building minor works at the Active Recreation needed as a staff training facility Centres at a capital cost of $2.1 million. • completing the Cairns Regional Offi ce and Service Centre in December 2008, at a A number of the department’s capital works total project cost of $1.2 million, with the projects cannot be purchased on the open Department of Public Works funding market and require complex design and $0.9 million, to provide a contemporary detailed planning to meet client needs. We standard of offi ce accommodation co- undertake broad community consultation located with other government agencies on these specialised projects to improve • relocating the Rockhampton North Child community understanding of these facilities. Safety Service Centre to its new offi ce in January 2009 at a cost of $1.2 million to Facilities for better services reduce staff overcrowding and improve We seek to align offi ce accommodation with services to clients service demand, environmental initiatives and • relocating the Thuringowa Child Safety best practice. Our capital expenditure in Service Centre to its new offi ce in March 2008–09 also enabled the upgrade and addition 2009 at a total cost of $1 million as the lease of offi ce accommodation to effi ciently deliver expired on the existing facility and renewal our department’s programs across the state. was not an option.

Community spirit in Charters Towers

The importance of any community is that it helps every resident feel included and valued. The residents of Charters Towers and surrounding areas now have easier access to community programs and services at one central hub, their new neighbourhood centre. Completed in March 2009, the multi-tenant service centre cost about $2.4 million. This bigger and improved centre has become a popular community hub for local residents and a one-stop shop for information and services, including counselling and referrals, community information, and community education in protective behaviour. Residents can also get information on self-esteem and stress-management, legal aid, a tax-help program, sexual assault counselling, court support, emergency relief, community housing integration, disability and family support groups and family day care, as well as visiting and outreach services.

Our organisational capability and governance Department of Communities | 2008–09 Annual Report 135 Maintenance and upgrade Respecting Native Title To prioritise maintenance and upgrade We consult with the Indigenous Services activities, the department collects and updates unit of the Department of Environment property condition data on a regular basis, and Resource Management to ensure all with every property inspected at least once departmental purchases comply with Native every three years. This property condition Title Legislation. We use the Native Title data is thoroughly analysed and forms the work procedures to aid decision-making and basis of targeted maintenance and upgrade/ allow government business to proceed while refurbishment programs to prioritise emergent appropriate consideration is given to Native issues. In total, our department spent about Title issues. $301.9 million on the maintenance and upgrade/refurbishment of properties in 2008–09. Strategic disposal is integral to the full asset management life cycle. This is particularly relevant for our department’s large residential portfolio. In total, our department disposed of 194 land and building assets in 2008–09. Our disposal strategies aim to enable housing ownership for tenants, maximise use of our department’s valuable land holdings and minimise the fi nancial burden of maintaining properties in poor condition.

Innovative responses to housing needs

With a responsive, fl exible and integrated approach to housing provision, the department redevelops existing sites for better use of space and resources. The redevelopment of some existing Brisbane sites has enabled the department to build higher-density accommodation, resulting in greater social inclusion and more clients being housed. The redevelopment of adjoining departmental properties in Holland Park (pictured on page 137) is an example of the department better meeting the needs of clients. The suburb is well serviced by infrastructure, such as transport, schools and shops, and our department took the opportunity to increase the supply of two-bedroom units, which are in high demand. The high ongoing maintenance costs for some ageing departmental properties in the area made this an attractive redevelopment opportunity. The site, on the corner of Nursery Road and Cape Street, now has eight two-bedroom units compared with the previous two houses. The units have been confi gured to blend in with the existing streetscape and neighbourhood. This redevelopment project commenced in June 2008 and was completed in March 2009 at a cost of about $1.8 million, with all eight units fully tenanted.

136 Department of Communities | 2008–09 Annual Report Our organisational capability and governance Redeveloping existing properties provides better housing options for more clients.

2009–13 based on the combined needs of the new What we will do in the future Department of Communities. In 2009–10, we will continue with our The ICT Resources Strategic Plan 2009–13 helps specialist capital works projects, including: realise the value in making the most of existing • increasing the provision of housing by ICT investments, in line with future directions of starting construction of 1,710 rental units, government and the Queensland Government completing 905 and purchasing another 88 Chief Information Offi ce. The plan will facilitate investment in consolidation opportunities, • expanding the Cleveland Youth Detention modernisation of our ICT asset fl eet, and Centre in north Queensland collaboration with whole-of-government initiatives, • fi nalising capital works and infrastructure such as the Technology Transformation Program. upgrades at the Brisbane Youth Detention Centre Major ICT achievements in 2008–09 included: • fi nalising major capital upgrades to the • expanding the Card Holder Industry Information Brisbane Childrens Court and the Southern Platform to support the Companion Card Outlook in Boonah program • continuing the establishment of Safe House • implementing the Referral for Active services in selected Indigenous communities Intervention information system • purchasing land and working on design and • implementing the Community Recovery construction of purpose-built accommodation, Processing System as part of a targeted response for people with • making available the Online Acquittal Support severely challenging behaviours Information System (OASIS) • undertaking the purchase, construction and • enhancing functionality of the Integrated Client upgrade of residential client accommodation, Management System (ICMS), specifi cally the including purpose-designed housing for people Youth Justice Case Management and Child with a disability and people with mental illness Protection components • improving facilities at active recreation centres • enhancing functionality of the Disability and sports houses throughout the state. Services Information System (DISQIS), including completion of the funding/grants module and the ability to track service provider Information and agreements communication • implementing the notifi cation component of the Integrated Justice Information Strategy (IJIS) management • completion of BondScape, the Bond Loan To enable the best use of our resources, System Change Project, which required the we rely on information and communication migration of the processing of the Bond Loan and Rental Grant programs to a new platform technology (ICT) systems to support • enabling the Housing Needs Assessment business reforms, improve reporting and system to go live as part of the introduction decision-making and streamline processes. of the Client Intake and Assessment Process (CIAP) under one social housing system Managing ICT solutions • developing systems to support RentConnect, The department’s vision for ICT is ‘supporting National Rent Affordability Scheme and Water the transformation of human services in Property Compliance Queensland’. To deliver this vision, we • ongoing ICT fl eet replacement of personal developed an ICT Resources Strategic Plan computers and ICT hardware as part of a

Our organisational capability and governance Department of Communities | 2008–09 Annual Report 137 planned and managed program applications managed to 1,827. Of these, • developing a corporate Data Centre 1,230 applications were completed by Strategy to enable business continuity in the 30 June 2009 with 374,014 documents event of a disaster released. • commencing the Active Recreation Centre A total of $3,143.65 in application fees and Booking System project processing or access charges were collected • commencing the Growing Stronger for processing non-personal applications. Program which will enhance access for the community to information about specialist Respecting privacy disability services. We are committed to respecting and protecting See page 145 for details of the major people’s privacy and to managing personal information systems we use to gather information responsibly and transparently. performance information, for example, to compile this annual report. We continued to uphold the requirements of the now-repealed Queensland Government Keeping records Information Standard No 42: Information privacy through the following initiatives: As a Queensland Government agency, we meet the accountability requirements • delivering online training and awareness activities of the Public Records Act 2002, as well as other whole-of-government policies and • assisting business areas to develop and standards, including Information Standard 40: provide privacy notices Recordkeeping and Information Standard 31: • monitoring and reviewing compliance. Retention and Disposal of Public Records. In maintaining our commitment to accurate and What we will do in the future reliable records, we: In 2009–10, we will: • reviewed our business classifi cation • bring together the ICT networks, scheme/thesaurus technologies, corporate systems and • integrated records for Home and Community business systems across the new Care and non-government contracting into Department of Communities. This departmental systems will involve an assessment of future • provided awareness training to staff technology needs, rationalisation of • reviewed the services of the records extraneous activities, and consolidation management unit to better cater for the and standardisation of our ICT. changing requirements of our department. • implement ICT-enabled initiatives to improve systems and information that Freedom of information support decision-making and reporting and improve client intake, case We provide access to departmental information management and assessment processes in accordance with the principles of openness, • implement technologies that improve transparency and accountability contained in information accessibility to staff in remote the Freedom of Information Act 1992. areas and mobile working arrangements In 2008–09, we received 1,213 Freedom of • establish ICT programs to support a ‘no Information applications. An additional 614 wrong door’ approach to client service applications were carried forward from and an integrated systems approach to 2007–08, bringing the total number of partnering with non-government partners.

138 Department of Communities | 2008–09 Annual Report Our organisational capability and governance Environmental building materials and whole dwellings • encouraging and supporting clients to adopt management water-wise practices, such as using water- effi cient plants, composting and mulching We are committed to the Queensland • turning off lights, computers and other Government’s aim to be a leader in equipment usually left on ‘stand-by’ power responding to climate change. • using smarter building designs, methods and In 2008–09, we commenced work products. to integrate the former agencies’ environmental management structures Our carbon footprint into a single coherent environmental management framework for the new Greenhouse gas emissions Department of Communities. We are committed to supporting the Queensland Government’s Toward Q2: Minimising waste Tomorrow’s Queensland target to cut Queensland’s greenhouse gas emissions by We worked towards the objectives of the one-third by 2020. This commitment includes Queensland Government’s Climate Smart 2050 implementation of the government’s climate strategy. Our strategic waste management change and other environmental strategies plans helped this progress, as they set out such as the ClimateQ: toward a greener practical steps around recycling, conservation, Queensland strategy. effi ciency, and sustainability. We applied these principles to the areas of water, energy, works, Six gases have been identifi ed under the motor vehicles and solid waste. Kyoto Protocol as the main greenhouse gas emissions that need to be reduced. The gases Strategies we deployed through these plans are carbon dioxide, hydrofl uorocarbons, included promoting awareness and better methane, nitrous oxides, perfl uorocarbons and waste management practices among staff, sulphur hexafl uoride. procuring and adopting more ecologically sustainable products and building designs, As part of standard emission measurement ensuring departmental decision-making has practices, these gases are mainly reported as regard to waste management considerations, carbon dioxide equivalent emissions (CO2-e). and ensuring policies and procedures The Queensland Government continues incorporate appropriate waste management to develop and improve whole-of-government strategies and practices. data-collection processes and systems Practical actions under these plans include: to standardise reporting of its greenhouse gas emissions. The basis for this reporting • replacement of ineffi cient water fi ttings and is consistent with acknowledged national installation of effi cient devices, for example, and international standards, including installing water fl ow restrictors, rainwater defi nitions outlined in the AS ISO 14064 tanks, single-fl ush toilets and replacing standards and the Commonwealth showers roses Government’s National Greenhouse • procuring water-saving and energy-effi cient Accounts Factors Workbook. appliances and equipment • offi ce recycling practices for paper, These standards establish the following cardboard, toner cartridges, metal, glass, categories of emissions that organisations computer equipment and recycling of certain (such as government agencies) need to

Our organisational capability and governance Department of Communities | 2008–09 Annual Report 139 consider, taking into account organisations’ owned offi ce buildings where there are multiple specifi c operational boundaries: government agency tenants and the electricity • Scope 1 - emissions that occur directly usage cannot be solely attributed to any one from sources owned or controlled by an particular agency, the electricity usage by the organisation (for example, emissions tenanted agencies is proportioned based on from departmental vehicles, on-site diesel the fl oor area they occupy. generators, gas boilers etc) Table 28 on page 141 outlines the emissions • Scope 2 - emissions that occur relating to the Department of Communities, indirectly due solely to an organisation’s which was consolidated following machinery- consumption of electricity or steam or of-government changes in Queensland in heating/cooling (which has been generated March 2009 when a number of departments by the burning of fuels such as coal, natural were abolished and their service areas gas, etc at power stations or other facilities absorbed into other agencies. not controlled by the organisation) • Scope 3 - emissions that occur indirectly The emissions presented for this agency due to actions of the organisation, but from have been calculated by combining emissions sources not owned or controlled by the created by: organisation (i.e. outside its operational (a) service areas wholly transferred (not boundary). Some common examples of abolished) to the agency for the period these sources include employee business 1 July 2008 to 30 June 2009 travel (in vehicles or aircraft not owned or controlled by the reporting organisation), (b) service areas absorbed into the newly employees commuting to and from work, formed agency for the post-machinery-of- outsourced activities, and transportation of government period (about three months) in products, materials and waste. 2008–09. Our key greenhouse gas emissions are those Note: The emissions created by the linked to the following business activities: abolished departments during the period • vehicle usage before the machinery-of-government period • electricity consumption (about nine months) in 2008–09 have been • air travel. provided in separate reports. Please see www.communities.qld.gov.au/about/ In addition, we have calculated our emissions annual-reports. for vehicle usage, electricity consumption, air travel and hired vehicles, which are included The department undertook measures to reduce in the emissions table on page 141. carbon emissions in 2008–09, including: • increasing the use of solar-powered devices Comprehensive reporting of greenhouse gas • converting to green energy for communal emissions by agencies is sometimes limited electricity use in department-owned multi- due to the complexity of the operational unit complexes boundaries of agencies within the public • fi tting buildings with energy-effi cient devices sector, especially in situations where internal • continuing to implement passive building government shared service providers are used. design features, such as employing While the best available data has been used, orientation, ventilation and insulation solutions in some instances estimates have been • reshaping our motor vehicle fl eet to reduce reported due to the limitation of data collection numbers and increase reliance on four- systems. For example, in those government- cylinder and diesel-powered vehicles.

140 Department of Communities | 2008–09 Annual Report Our organisational capability and governance Table 28: Emissions relating to the department Activity Greenhouse gas emissions Explanatory notes

(tonnes of CO2) Scope 1 Vehicle usage 2,160 1 • QFleet vehicles • Agency-owned vehicles Scope 2 Electricity consumption 27,542 2a • Purchased directly from an electricity retailer 2b • Sourced through a third party Scope 3 Air travel • Domestic air travel on commercial airlines 912 3 • International travel on commercial airlines 13.3 3 Hired vehicles 93 4 • Avis • Other Notes:

1. The CO2-e fi gure was estimated from actual kilometres used by the departments’ vehicles multiplied by grams of CO2 emitted per kilometre plus allowance for methane and nitrous oxide emissions in proportion to the emissions factors published by the National Greenhouse Accounts (NGA) for post-2004 vehicles. This is a more accurate fi gure than applying the NGA’s formula for calculating CO2-e emissions from fuel used, because of the non-availability of fuel data. 2a.This fi gure is largely based on available actual building electricity consumption records for the period 1 July 2008 to 30 June 2009. For these records, the emissions reported are limited to those linked to electricity purchased directly from an energy retailer for this agency’s own buildings and any space it leases. Incomplete electricity consumption records have been extrapolated where necessary. All electricity consumption has been converted to carbon emissions using the Scope 2 conversion factor of 0.89kg CO2-e/kWh as currently recommended in the Australian Government’s National Greenhouse Accounts Factors Workbook. 2b.This fi gure is largely based on emissions associated with electricity use in leased spaces where electricity is not directly purchased by this agency from an energy retailer, for example, the electricity costs form part of lease charges. This fi gure includes estimated consumption (where specifi c details are not available) and actual electricity records received from government and private sector landlords. Incomplete electricity consumption records have been apportioned and/or extrapolated where necessary. For example, in those major government offi ce buildings owned by the Department of Public Works that do not have separate electricity sub-metering for tenants, the emissions associated with electricity consumption have been apportioned 45 per cent to the landlord and 55 per cent to the tenants — in line with industry practice and historical benchmarking. 3. Air travel includes all fl ights recorded by the Queensland Government Chief Procurement Offi ce (QGCPO) during the period 1 July 2008 to 30 June 2009, specifi cally on international air travel on all airlines and domestic air travel on all airlines. For all air travel, with the exception noted at (b) below, the following methodology is used: a) From data provided the QGCPO calculates the kilometres fl own. The kilometre fi gure is divided by 100 and multiplied by an industry average number of litres of fuel burnt per passenger, per 100km. A factor of fi ve has been used for all air travel. The use of this method gives the average litres of fuel burnt for a fl ight, per passenger. This fi gure is subsequently converted from litres into kilograms and then from kilograms into tonnes, before being multiplied by 3.157 (which represents the amount of CO2 tonnes produced by burning one tonne of aviation fuel; sourced from the International Civil Aviation Organisation). b) For domestic fl ights with Qantas, QantasLink, Jetstar and Virgin Blue for the period 1 July 2008 to 31 December 2008, the number of passengers per sector was calculated. This information was then passed on to the respective airline for calculation of carbon emissions. 4. The hire car vehicle emissions are calculated by Avis Australia and show only emissions for Avis Australia vehicles booked under the standing offer arrangement managed by the Queensland Government Chief Procurement Offi ce.

Our organisational capability and governance Department of Communities | 2008–09 Annual Report 141 In 2008–09, 96 additional care services were What we will do in the future granted a licence to provide out-of-home care, bringing the total of licensed organisations In 2009–10, we will: to 134. • integrate the waste management plans of the former departments and functions into Care services’ compliance with these standards a single plan for the new Department of is independently assessed before a licence is Communities granted and their compliance is monitored on an • assess the success of our department’s ongoing basis by the department. waste management plan in achieving our department’s objectives. We will Community services measure our performance against waste In relation to community organisations funded management targets as part of this review. by our department, we assess all applications for fi nancial assistance, negotiate service agreements with approved organisations and Quality management monitor the quality and performance of funded services. We are always working to identify opportunities to deliver better services These activities are delivered under the for the department’s many clients and Community Services Act 2007 and Community Services Regulation 2008, and supported by communities across the state and to build a Quality Assurance Framework which allows a stronger communities service system. services to be measured against a set of service standards. We have a process to assess Quality management systems quality of service delivery and a service centre’s We use several methods to review the quality capacity to improve, through an improvement of our services and identify and remove plan. obstacles to providing high-quality services. These methods include: Disability services • formal quality management systems The Disability Sector Quality System (DSQS) • formal statements regarding client service operates under the Disability Services Act 2006 • risk management processes and the Disability Services Regulation 2006. • an internal audit function The Queensland Disability Service Standards • performance management. and the Queensland Disability Advocacy Standards provide service standards and We also have formal quality management indicators under which all recurrently funded systems, covering the licensing or disability service providers are assessed under accreditation of service providers to ensure the DSQS. service delivery meets clients’ expectations and departmental standards. We have a Disability Sector Quality System to ensure disability services are of a high quality. Child safety services The system aims to: We continued to implement a licensing • develop a self-sustaining culture of quality process for out-of-home care services to and continuous improvement across the ensure the standard of care provided to disability sector children and young people meets legislative • ensure people with a disability, their families and departmental standards. and carers are actively involved in how a

142 Department of Communities | 2008–09 Annual Report Our organisational capability and governance We granted a licence to 96 additional services to provide out-of-home care, bringing the total of licensed organisations to 134.

service develops, operates and maintains Housing services its management systems Since 1998, we have maintained certifi cation • provide opportunities for people with a of a Quality Management System to the disability, their families and carers to have international Quality Management System a role in assessing the quality of services Standard (AS/NZS ISO 09001: 2000) for our provided housing services. • support and promote innovation in the type of services and how they are This certifi cation is maintained to publicly delivered demonstrate our commitment to providing • strengthen the link between funding and effi cient service delivery processes and delivery of quality services quality service to all clients and tenants. A surveillance audit conducted in December • ensure the development and 2008 by an external auditor confi rmed that the implementation of the system is owned by department’s systems and processes continued the sector. to meet the necessary criteria for retaining We monitor and support the implementation certifi cation to the international standard. of the quality system for both government and non-government disability service Additionally, a third-party assessment of providers to foster a culture of continuous procurement capability and performance improvement. was undertaken in 2008–09. The overall benchmarking results indicated very good Home and Community Care levels of capability and performance across all dimensions of the procurement profi le, The Queensland Government, as part of particularly in relation to strategy, people and its commitment to the national Community culture, business systems and performance Care Reform agenda and the development management. of Common Arrangements, has contributed to the development of a new set of National Other systems and processes relating to Quality Standards for all community care quality management included: programs. Between May and July 2009, the • the maintenance of a department-wide Commonwealth Department of Health and Innovation and Improvement Register Ageing piloted these new standards across which involved recording and reporting on Australia, including 10 Queensland service improvement suggestions providers. The implementation of these new • a three-year rolling program of systems standards and approach will continue in appraisals, involving an assessment of 2009–10. risk inherent in delivering services or conducting support functions Since 2001, Home and Community Care • a Quality and Environmental Management service providers must meet a minimum set Systems Network, which met regularly to of National Service Standards. Each service discuss issues such as progress on system provider has been independently reviewed appraisals, audit fi ndings and corrective twice by the Institute of Healthy Communities actions. Australia Ltd and given a rating based on the level of their compliance with the standards. Youth justice services We also promote a culture of continuous We support quality youth justice services with improvement, by requiring each service a dedicated statewide quality team supporting provider to develop a quality action plan. regional youth justice service staff on a daily

Our organisational capability and governance Department of Communities | 2008–09 Annual Report 143 basis and maintaining youth justice services • infl uencing change management practices and youth justice conferencing practice within Queensland centres for reduction in manuals. unclothed searches, use of force and use of separation The team delivers comprehensive training • improving scrutiny of reporting harm to to improve the skills base of youth justice young people in detention. staff across the state, including caseworker training, working with young sexual offenders, Client service assessment skills and convenor training. The department’s Client Service Charter In 2008–09, the team conducted on-site (Our client service charter in practice) defi nes reviews of all youth justice services, the quality of service we commit to providing conferencing services and detention centres, to our clients. The charter includes our core as part of the youth justice quality assurance values of client focus, respect, integrity, framework. Interstate partners, nominated collaboration, learning, accountability and through the Australasian Juvenile Justice cultural awareness. Administrators, attended reviews in Townsville and Brisbane in preparation for an external It also outlines our client service standards validation of Queensland’s framework in when communicating with clients via telephone, 2009–10. correspondence and face-to-face visits. The Youth Detention Inspection Team Risk-management activities conducts quarterly inspections and monitoring of Queensland’s youth detention centres in Our risk-management policy and framework accordance with the Juvenile Justice Act 1992. ensures management of risk is embedded The team undertakes on-site inspections of in our culture and work practices. The policy each juvenile detention centre every three aims to reduce our vulnerability to internal and external incidents that can limit our months, for compliance with legislation, policy ability to meet strategic, business unit and and international standards to which Australia is project objectives. It also seeks to create an signatory, as well as any other relevant issues. environment where all staff members are Inspection reports are submitted to the responsible for managing risk. Director-General and contain independent The Audit and Risk Management Committee assessments of the major areas of chief oversees an integrated approach to risk executive responsibility: the security and management and reviews the effectiveness management of detention centres, and the of our framework to appropriately manage safety, custody and wellbeing of young people risk. Members of the committee act as risk- detained within. management champions across the department. Achievements for the Youth Detention Inspection Team for 2008–09 include: Audit and review activities • developing the revised Queensland Youth The internal audit function is an integral part of Detention Centres Inspection Framework our corporate governance and accountability 2009–11 processes, providing an objective perspective • assisting the Offi ce of the Inspector of on our business operations. Our internal Custodial Services Western Australia in audit function has due regard to Queensland the inspection of the Banksia Hill Youth Treasury’s Audit Committee Guidelines in Detention Centre 2008–09.

144 Department of Communities | 2008–09 Annual Report Our organisational capability and governance Internal Audit Services conducted 56 audits corporate and operational planning, fi nancial and reviews between 1 July 2008 and management, human resources management 30 June 2009, with an additional three audits and monitoring of operations performance. in progress at 30 June 2009. The Audit and The systems are: Risk Management Committee operated in • Commonwealth–State/Territory Disability accordance with its charter and Queensland Agreement Minimum Data Set Treasury’s Audit Committee Guidelines in • Disability Services Queensland Information 2008–09. System Monitoring of audits requires business • Business Intelligence and Enterprise areas to provide implementation plans Reporting on the progress of recommendations. • SAP (Systems, Applications and Products) Internal Audit Services reports on the • Grants Management System recommendations on a quarterly basis to • Sports Grants Administration System the Audit and Risk Management Committee. • Online Acquittal Support Information As well as compliance audits, Internal Audit System (OASIS) Services provides consultancy advice to our • Referral for Active Intervention Information department. System • Integrated Client Management System The department was included in two (ICMS) Queensland Audit Offi ce sector-wide audits in 2008–09. The two reviews were: • Services Information Management System • Service Management System • Status of IT Project Management — this • Disability Services Queensland Evolve audit was a follow-up on the 2008 audit Interagency Services. which reviewed the project management associated with the ICMS project. The review found that the department had made signifi cant progress with action in What we will do in the future progress or issues resolved. In 2009–10, we will: • Understanding and complying with • build on existing activities to create legislation — the audit identifi ed some a risk-management framework that business improvements for the overarching ensures the department manages risks policy and framework, coordination of in an integrated, accountable and robust compliance management and records manner to position the department to retention requirements. deliver on its strategic priorities. Internal Audit Services is monitoring the implementation of the recommendations arising from the audits. See page 109 for more information on the Audit and Risk Management Committee.

Information systems The systems we use to gather information and report on fi nancial and operational performance provide information for

Our organisational capability and governance Department of Communities | 2008–09 Annual Report 145 Financial management Under this framework, the former agencies entered into a number of agreements, which are The new Department of Communities now brought together within our department. brings together the assets, liabilities, income and expenditure of the former Overview departments of Communities, Child Safety, We delivered on eight outputs within the overall Housing, Disability Services Queensland limit of available revenue sources. At the same plus Sport and Recreation, the Offi ce for time our department maintains a strong net assets Women and the Indigenous Government position as follows. Coordination Offi ce. In addition, Smart Service Queensland transferred from the The Balance Sheet as at 30 June 2009 refl ects the combined assets of the new department former Department of Communities to the (refer to Table 29). The new department has a Department of Public Works. signifi cantly increased asset base primarily due to the property assets held by the former Department We have met our statutory obligations, of Housing. including preparation of a comprehensive set of fi nancial statements which refl ect the Income Statement fi nancial performance of our new amalgamated department. A full set of these fi nancial Our department’s fi nancial performance, as shown statements is provided at the end of this report. in the income statement for the year ended 30 June 2009, includes income and expenditure In November 2008, the Council of Australian for the former Department of Communities for the Governments agreed that the objective of entire year and income and expenditure from the the framework for Commonwealth fi nancial other former agencies for the period 27 March 2009 relations is the improvement of the wellbeing to 30 June 2009 (refer to Table 30 on page 147). of all Australians. This includes collaborative working arrangements and clearly defi ned roles Our department’s main income sources comprise: and responsibilities and fair and sustainable • funding from the Queensland Government fi nancial arrangements. The Commonwealth • funding from the Commonwealth Government Government has committed to the provision • rental revenue and other user charges. of ongoing fi nancial support for the states’ service delivery efforts, including National Our department provides services to the Specifi c Purpose Payments to be spent in community through the dedicated efforts of our the key service delivery sectors and National staff and the many hundreds of non-government Partnership Payments to support delivery of organisations who received grant funding to specifi ed outputs or projects. deliver services across Queensland.

Table 29: Our department’s Balance Sheet 2008–09 2007–08 $’000 $’000 Total assets 15,540,522 443,368 Total liabilities 630,799 72,781 Net assets 14,819,723 370,587 Percentage of liabilities to assets 4% 16% Our balance sheet recorded total assets of more than $15 billion.

146 Department of Communities | 2008–09 Annual Report Our organisational capability and governance Major expenses include grants and subsidies Graph 14: How each dollar was spent (including grants for disability, housing assistance and community support services), supplies and services (covering items such as maintenance on housing stock, rates paid to local governments and lease costs for departmental accommodation) and employee expenses. For information on funding to non-government Grants 42% Capital service providers in 2008–09, please visit Employee aquisitions 14% www.communities.qld.gov.au/about/ expenses 24% Interest and annual-reports. Supplies and redemption 2% services 16%1 Other 2% Cash fl ows Our largest expense category was grants. The main cash fl ows are detailed in Graphs Note: 13 and 14. 1. Supplies and services include maintainance and rates on departmental properties. Graph 13: How each dollar was raised Financial overview — Administered Income and expenditure on activities our department administers on behalf of government are accounted for separately from our department’s operating accounts. Grants 82% Asset sales 3% During 2008–09, these activities included User charges 14%1 Other 1% administering concession payments for electricity rebates, pensioner rail and rate The bulk of our income was from grants. subsidies, reticulated natural gas rebates, Note: home energy emergency assistance and 1. User charges include rental income. pensioner water subsidies. In addition, we provided disaster recovery assistance after the monsoonal fl ooding and tropical cyclones Charlotte and Ellie and major storms in south- east Queensland.

Table 30: Our department’s Income Statement 2008–09 2007–08 $’000 $’000 Income 1,286,619 593,005 Expenses 1,289,664 575,211 Surplus/(Defi cit) (3,045) 17,794 Our income and expenditure have increased as a result of machinery-of-government changes.

Our organisational capability and governance Department of Communities | 2008–09 Annual Report 147 At 30 June 2009, the amounts in the administered balance sheet relate predominately to the Queensland Government’s implementation of the Redress Scheme (refer to Tables 31 and 32). Further information on the Redress Scheme is provided under Note 25 of the fi nancial statements.

For more information The fi nancial statements for all of our activities are provided on the following pages.

Table 31: Income Statement — Administered 2008–09 2007–08 $’000 $’000 Income 212,007 159,089 Expenses 210,962 157,405 Transfers to government 487 1,023 Surplus/(Defi cit) 558 661 We administer concession payments on behalf of the Queensland Government.

Table 32: Balance Sheet — Administered 2008–09 2007–08 $’000 $’000 Total assets 56,680 106,046 Total liabilities 61,583 100,616 Net assets (4,903) 5,430 The administered balance sheet relates mostly to the Queensland Government’s Redress Scheme.

148 Department of Communities | 2008–09 Annual Report Our organisational capability and governance Financial statements — Department of Communities Our fi nancial statements for the year ended 30 June 2009 Contents Foreword 150 Income Statement – Controlled 151 Balance Sheet – Controlled 152 Income Statement – Administered 153 Balance Sheet – Administered 154 Statement of Changes in Equity – Controlled 155 Statement of Changes in Equity – Administered 156 Cash Flow Statement – Controlled 157 Cash Flow Statement – Administered 158 Income Statement by Outputs – Controlled (2009) 159 Income Statement by Outputs – Administered (2009) 160 Income Statement by Outputs – Controlled (2008) 161 Income Statement by Outputs – Administered (2008) 162 Statement of Assets and Liabilities by Outputs – Controlled 163 Statement of Assets and Liabilities by Outputs – Administered 164 Notes to and forming part of the fi nancial statements 165 – 211 Certifi cate of the Department of Communities 212 Independent Auditor’s Report 213 – 214

Part 3b_Financials.indd 149 12/11/2009 10:33:17 AM Foreword The Department of Communities is a Queensland Government department established under the Public Service Act 2008.

The department is controlled by the State of Queensland which is the ultimate parent.

The fi nancial statements cover the Department of Communities and its controlled entities, and have been prepared in accordance with the Financial Administration and Audit Act 1977 and other requirements detailed in note 1(a).

The fi nancial statements report the department’s assets, liabilities and equity as at 30 June 2009 and income and expenses for the year ended 30 June 2009.

The fi nancial statements have been prepared to provide the following users with information relevant to the department’s fi nancial performance and its fi nancial position:

• Minister for Local Government and Aboriginal and Torres Strait Islander Partnerships • Minister for Disability Services and Multicultural Affairs • Minister for Child Safety and Minister for Sport • Minister for Community Services and Housing and Minister for Women • Members of the Legislative Assembly of Queensland • the building and housing industry • community organisations • government and semi-government instrumentalities • our clients.

150 Department of Communities | 2008–09 Annual Report Financial statements

Part 3b_Financials.indd 150 12/11/2009 10:33:24 AM Department of Communities Income Statement — Controlled for the year ended 30 June 2009

Note 2009 2008 $'000 $'000

INCOME Revenue Output revenue 2 947,417 425,418 User charges 3 164,855 94,196 Grants and other contributions 4 165,278 55,876 Other revenue 5 8,961 17,515 Gains Net gains on financial assets at fair value through profit or loss 6 108 - Total income 1,286,619 593,005

EXPENSES Employee expenses 7 369,942 211,131 Supplies and services 8 233,298 114,482 Grants and subsidies 9 595,494 211,371 Depreciation and amortisation 10 54,871 16,237 Cost of sales of inventories 21,492 17,151 Interest on borrowings 4,731 - Impairment losses 11 2,295 12 Other expenses 12 7,541 4,827 Total expenses 1,289,664 575,211

Operating surplus (deficit) (3,045) 17,794

This Income Statement should be read in conjunction with the accompanying notes.

Financial statements Department of Communities | 2008–09 Annual Report 151

Part 3b_Financials.indd 151 12/11/2009 10:33:24 AM Department of Communities Balance sheet — Controlled as at 30 June 2009

Note 2009 2008 $'000 $'000

CURRENT ASSETS Cash 13 266,838 59,109 Loans and receivables 14 78,759 30,782 Inventories 16 22,806 1,919 Financial assets at fair value through profit or loss 17 6,000 - Other assets 18 20,349 2,430 394,752 94,240 Non-current assets classified as held for sale 19 29,354 1,211 Total current assets 424,106 95,451

NON-CURRENT ASSETS Loans and receivables 14 31,436 119 Financial assets at fair value through profit or loss 17 193,642 - Other financial assets 20 8,416 - Property, plant and equipment 21 14,707,216 323,984 Intangible assets 22 85,706 23,814 Total non-current assets 15,026,416 347,917

TOTAL ASSETS 15,450,522 443,368

CURRENT LIABILITIES Payables 23 140,895 43,719 Accrued employee benefits 24 31,930 6,699 Provisions 25 7,405 17,460 Other liabilities 26 33,050 2,506 Australian Government borrowings 33(f) 12,494 - Total current liabilities 225,774 70,384

NON-CURRENT LIABILITIES Provisions 25 529 1,823 Other liabilities 26 271 574 Australian Government borrowings 33(f) 404,225 - Total non-current liabilities 405,025 2,397

TOTAL LIABILITIES 630,799 72,781

NET ASSETS 14,819,723 370,587

EQUITY Contributed equity 14,346,743 201,003 Asset revaluation reserve 27 448,017 141,576 Retained surpluses 24,963 28,008 TOTAL EQUITY 14,819,723 370,587

This Balance Sheet should be read in conjunction with the accompanying notes.

152 Department of Communities | 2008–09 Annual Report Financial statements

Part 3b_Financials.indd 152 12/11/2009 10:33:25 AM Department of Communities Income Statement — Administered for the year ended 30 June 2009 Note 2009 2008 $'000 $'000

INCOME Revenue Administered item appropriation 36 211,264 158,066 Fees 37 144 352 Other revenue 38 599 671 Total income 212,007 159,089

EXPENSES Supplies and services 39 10,016 5,249 Grants and subsidies 40 84,000 49,041 Impairment losses 41 4 8 Concession payments 42 112,914 100,069 Other expenses 43 4,028 3,038 Total expenses 210,962 157,405

Operating surplus before transfers to Government 1,045 1,684

Transfers of administered revenue to Government (487) (1,023)

Operating surplus (deficit) 558 661

This Income Statement should be read in conjunction with the accompanying notes.

Financial statements Department of Communities | 2008–09 Annual Report 153

Part 3b_Financials.indd 153 12/11/2009 10:33:25 AM Department of Communities Balance Sheet — Administered as at 30 June 2009

Note 2009 2008 $'000 $'000

CURRENT ASSETS Cash 44 44,420 10,879 Receivables 45 12,260 65,183 Total current assets 56,680 76,062

NON-CURRENT ASSETS Receivables 45 - 29,984 Total non-current assets - 29,984

TOTAL ASSETS 56,680 106,046

CURRENT LIABILITIES Payables 46 12,014 15,435 Provisions 47 46,999 54,460 Interest-bearing liabilities 48 5 4 Other liabilities 49 2,565 729 Total current liabilities 61,583 70,628

NON-CURRENT LIABILITIES Provisions 47 - 29,984 Interest-bearing liabilities 48 - 4 Total non-current liabilities - 29,988

TOTAL LIABILITIES 61,583 100,616

NET ASSETS (4,903) 5,430

EQUITY Retained surpluses 1,633 1,075 Contributed equity (6,536) 4,355 TOTAL EQUITY (4,903) 5,430

This Balance Sheet should be read in conjunction with the accompanying notes.

154 Department of Communities | 2008–09 Annual Report Financial statements

Part 3b_Financials.indd 154 12/11/2009 10:33:25 AM

Total 370,587 4,508 40,269 261 20,010 (349) 17,794 - 370,587 288,094 14,819,723 101,543 (14,245) (53) - 14,058,495 306,441 (3,045) reserve (note 27) Asset revaluation 121,566 141,576 ------20,010 141,576 448,017 ------306,441 Retained surpluses - - - - - 10,214 - 17,794 28,008 28,008 - - - - - (3,045) - - - 2009 2008 2009 2008 2009 2008 2009 2008 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 (14,245) 201,003 Contributed equity 14,346,743 156,314 201,003 24,963 4,508 - - 261 40,269 (349) - - Net leave liabilities transferred from (to) other departments (53) - Net equity injections/(withdrawals) 101,543 - Net assets/liabilities received from machinery-of-Government changes (refer to notes 1(ac) and 51(a)) 14,058,495 - Net increase in asset revaluation reserve - - Non appropriated equity injection for the non-current portion of annual leave entitlement - Other net assets through restructure Balance 30 June This Statement of Changes in Equity should be read conjunction with the accompanying notes. Operating surplus Balance 1 July Transactions with owners as owners: Other non-owner changes in equity: Department of Communities Statement of Changes in Equity — Controlled for the year ended 30 June 2009

Financial statements Department of Communities | 2008–09 Annual Report 155

Part 3b_Financials.indd 155 12/11/2009 10:33:25 AM

661 - 4,769 - 5,430 5,430 558 (4,903) (11,167) 276 Retained surpluses 661 414 - 1,075 - 1,075 558 1,633 - - - 2009 2008 2009 2008 2009 2008 $'000 $'000 $'000 $'000 $'000 $'000 4,355 (6,536) Contributed equity Total - - 4,355 - 4,355 - Net assets/liabilities transferred to other Queensland public sector entities (11,167) - Net assets/liabilities received from machinery-of-Government changes (refer to notes 1(ac) and 52(a)) 276 Balance 1 July Operating surplus This Statement of Changes in Equity should be read conjunction with the accompanying notes. Transactions with owners as owners: Balance 30 June Department of Communities Administered Statement of Changes in Equity — for the year ended 30 June 2009

156 Department of Communities | 2008–09 Annual Report Financial statements

Part 3b_Financials.indd 156 12/11/2009 10:33:25 AM Department of Communities Cash Flow Statement — Controlled for the year ended 30 June 2009

Note 2009 2008 $'000 $'000

CASH FLOWS FROM OPERATING ACTIVITIES Inflows: Output receipts 961,154 419,143 User charges 194,772 114,980 Grants and other contributions 127,843 54,458 GST input tax credits received from Australian Taxation Office 127,982 41,871 GST collected 17,111 14,863 GST received from GST group (refer to note 1(aa)) 7,083 - Interest receipts 1,035 619 Other 4,752 1,581 Outflows: Grants and subsidies (676,383) (211,855) Employee expenses (382,782) (204,215) Supplies and services (263,203) (143,055) GST paid (84,959) (43,312) GST remitted to Australian Taxation Office (66,705) (13,845) Cost of inventories (20,271) (17,151) Borrowing costs (18,972) - Other (27,304) (6,190) Net cash from (used in) operating activities 28 (98,847) 7,892

CASH FLOWS FROM INVESTING ACTIVITIES Inflows: Sales of property, plant and equipment 43,100 993 Redemption of loans and advances 4,917 158 Redemption of financial assets at fair value through profit or loss 2,740 - Outflows: Payments for property, plant and equipment (185,784) (20,183) Payments for intangible assets (7,198) (11,580) Loans and advances made (5,602) - Acquisition of financial assets (286) - Net cash from (used in) investing activities (148,113) (30,612)

CASH FLOWS FROM FINANCING ACTIVITIES Inflows: Equity injections 137,690 38,364 Outflows: Equity withdrawals (95,787) (3,457) Repayment of borrowings (12,178) - Net cash from financing activities 29,725 34,907 Net increase (decrease) in cash held (217,235) 12,187 Cash at beginning of financial year 59,109 47,293 Net transfers from machinery-of-Government changes 1(ac), 51(a) 371,467 (371) Net transfers from other Queensland public sector entities 53,497 - Cash at end of financial year 266,838 59,109

For non-cash financing and investing activities, refer to note 29

This Cash Flow Statement should be read in conjunction with the accompanying notes.

Financial statements Department of Communities | 2008–09 Annual Report 157

Part 3b_Financials.indd 157 12/11/2009 10:33:25 AM Department of Communities Cash Flow Statement — Administered for the year ended 30 June 2009 Note 2009 2008 $'000 $'000

CASH FLOWS FROM OPERATING ACTIVITIES Inflows: Administered item appropriation 488,542 151,773 Interest received 489 625 GST input tax credits received from Australian Taxation Office 289 135 Fees 142 352 User charges (429) - Other 297 - Outflows: Grants and subsidies (86,476) (45,301) Supplies and services (10,307) (4,953) Transfers to Government (643) (970) GST paid to suppliers (398) (159) Other (252,933) (104,269) Net cash from (used in) operating activities 50 138,573 (2,767)

CASH FLOWS FROM INVESTING ACTIVITIES Inflows: Redemption of loans and advances - 2 Net cash from investing activities - 2

CASH FLOWS FROM FINANCING ACTIVITIES Outflows: Repayment of borrowings (2) (4) Net cash from (used in) financing activities (2) (4) Net increase (decrease) in cash held 138,571 (2,769) Cash at beginning of financial year 10,879 13,648 Net transfers from machinery-of-Government changes 1(ac), 52(a) 41 - Net transfers to other Queensland public sector entities (105,071) - Cash at end of financial year 44,420 10,879

This Cash Flow Statement should be read in conjunction with the accompanying notes.

158 Department of Communities | 2008–09 Annual Report Financial statements

Part 3b_Financials.indd 158 12/11/2009 10:33:25 AM 108

7,541 2,295 4,731 8,961 (3,045)

21,492 54,871

595,494 369,942 233,298 947,417 165,278 164,855 1,286,619 1,289,664

attributed Total attributed

General - not

65,847

86,562

- activity - eliminations 25,671 19,571 197 - 5,898 - 5 - 25,671 25,671

- 25,671 - - 25,671 - Inter-output/ - - Islander services Torres Strait - (40,051) 131 (3,919) (36,189) -

- (74) - (40,051)

- Aboriginal and - - (3,847) (35,877) (327) - services Women's 1,916 72,096 26,021 5,811 15,092 20,126 - 2,395 714 21 70,180 3,613 3,613 41,240 2,407 27,582

867 services (858) Multicultural (72) 660 115 - 10 - - 1 786 - - - (85) 12 1 - - services Sport and Recreation 22 7,564 2,256 1,272 3,792 181 1 - 7,542 39 1 404 404 7,465 51 39 9 - services Disability (1,000) 48,791 7,303 9,393 - 31,963 984 - 148 49,791 - 8 2,150 18,788 25,699 1,883 2,421 - services 85 327,543 64,016 24,236 - 1,572 - 237,488 327,458 161 (15) 6,932 6,932 253,324 74,091 92 36 - Child Safety Accces to Information Government 2,311 Services and 149,015 51,093 20,025 - 2,900 - 72,188 293 146,704 205 - 7,443 147,665 786 317 247 - Justice services and Youth Community 37,483 21,675 11,321 2,111 - - 1,462 922 37,499 (16) 4,516 8 4,516 27,047 - 10,435 1 - 108 2009 2009 2009 2009 2009 2009 2009 2009 2009 2009 2009 2009 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 (3,640) 274,759 271,119 services Housing and Homelessness (1,865) 387,460 143,562 91,453 14,899 61 - 137,897 389,325 1,281 23,528 172 23,528 304,294 27,244 55,417 505 - Employee expensesSupplies and services 33,654 90,682 Depreciation and amortisation 29,819 Interest on borrowings 4,731 Cost of sales inventories 1,304 Grants and subsidies 108,615 Other expenses 4,051 *Allocation of income and expenses to corporate services Income 1,175 Impairment losses 1,903 Expenses 12,305 Output revenue 147,679 Grants and other contributions 38,835 User charges 79,295 Other revenue 5,202 Net gains on financial assets at fair value through profit or loss EXPENSES* Total expenses Operating surplus (deficit) Total income INCOME* Revenue Gains Department of Communities Income Statement by Outputs — Controlled for the year ended 30 June 2009

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services Aboriginal and Torres 558 212,007 211,264 144 599 112,914 84,000 10,016 4 4,028 210,962 1,045 (487) Strait Islander Justice services Total services and Youth Community 302 604 302 - 302 - - - - - 604 - (302) - - (41) 2009 2009 2009 2009 $'000 $'000 $'000 $'000 3,776 3,776 services Sport and Recreation 297 207,627 207,186 144 297 112,914 10,016 80,224 4 4,028 207,186 441 (144) Fees Administered item appropriation 3,776 Other revenue - Grants and subsidiesSupplies and services Impairment losses 3,776 - - Concession payments - Other expenses - Transfers of administered revenue to Government (41) INCOME Revenue Total income EXPENSES Total expenses Operating surplus before transfers to Government Operating surplus (deficit) Department of Communities Administered Income Statement by Outputs — for the year ended 30 June 2009

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575,211 not attributed General - 593,005 16,237 114,482

4,827 17,151 12 211,131 211,371 17,515 55,876 53,818 17,794 94,196 53,818 425,418 Inter- eliminations output/activity 21,097 21,096 - 4 9 4,458 - 16,413 212 1,168 - 21,097 1 19,929 21,097 - Policy and with Ethnic Multicultural Engagement Communities Leadership in (24,096) (24,094) - - (23,818) - 2 (64) (214) (52) (193) - (2) (23,851) - - 250 Technology Communication Shared Services Information and

249 10 - - 1 62 101 75 - 2 34 1 - 34 248 Torres Strait Coordination Leadership in Aboriginal and Islander Policy, Service Delivery Engagement and 59,528 - 58,860 3,647 - 72 39,121 15,905 115 4 7 - 668 59,229 - 288 Access to Information Government 81,675 Services and 17,110 6 64,694 1,991 2,158 14,226 22,588 6,615 16,059 4,924 16,981 23,563 3,599 37,129 3,599 Support for Communities 47,097 - 2 47,014 1,661 2,300 16,103 25,087 1,861 83 9 304 14,226 6,021 32,558 6,021 Individuals and Seniors' Support for 2 Participation 175,124 2 2,169 172,980 250 19,884 27,663 123,010 2,144 83 37,167 5,954 340 5,954 137,534 Support for 12,819 - 295 - 12,802 36 2,157 4,280 Young People 6,034 17 24 53 818 6 818 12,736 2008 2008 2008 2008 2008 2008 2008 2008 2008 2008 2008 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 (1,784) 79,800 78,016 Families Children and their 141,495 11,361 737 129,243 4 4,055 26 141,810 460 30,881 76,040 30,344 (315) 154 11,322 11,322 Support for Impairment losses - Depreciation and amortisation 1,770 Cost of goods sold 2 Other expenses 183 Supplies and services 11,408 Employee expenses 23,118 Grants and subsidies 43,319 Other revenue 66 Grants and other contributions 2,251 User charges 17 Output revenue 75,682 Total expenses EXPENSES* Operating surplus (deficit) Total income Expenses 4,974 *Allocation of income and expenses to corporate services Income 4,974 INCOME* Revenue Department of Communities Income Statement by Outputs — Controlled for the year ended 30 June 2008

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Torres Strait Islander Policy Total Aboriginal and 157,405 159,089 (1,023) 661 1,684 3,038 8 5,249 49,041 100,069 671 158,066 352 and Services 661 - 1,322 Child Care Policy (661) 1,322 - - - - - 661 661 - - 4 14 2008 2008 2008 2008 $'000 $'000 $'000 $'000 157,405 157,419 and Services - - 348 Community Policy (348) 348 ------348 Transfers of administered revenue to Government (14) Operating surplus (deficit) Operating surplus before transfers to Government Total expenses Other expenses 3,038 Impairment losses 8 Supplies and services 5,249 Grants and subsidies 49,041 Total income EXPENSES Concession payments 100,069 Other revenue 10 Fees INCOME Revenue Administered item appropriation 157,405 Department of Communities Administered Income Statement by Outputs — for the year ended 30 June 2008

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- activity 14,819,723 12,494 7,405 33,050 404,225 271 405,025 529 15,026,416 31,930 eliminations Total eliminations 15,450,522 424,106 140,895 394,752 630,799 225,774 29,354 22,806 78,759 14,707,216 6,000 20,349 266,838 85,706 193,642 31,436 8,416 Inter-output/ 2,140 Islander services Torres Strait - (4,354) (4,354) - - (4,354) (4,354) (4,354) - Aboriginal and ------

- (4,354) (24) (4,330) ------services Women's 29,984 19,155 27,733 886 4,459 11,659 203 1,358 17,055 8,144 19,144 17,055 27,884 7,350 - 47,039 11 - 151 ------

services Multicultural 1,044 28 245 - - - - 914 305 641 37 1,219 113 175 25 914 175 ------305 - - - - services Sport and Recreation (22) - 102 89 - - 189 - 99 596 1 494 188 596 - 17 ------368 574 385 - - - services Disability 202,715 - - - 464 - 994 428

12,047 11,331 16,104 - 14,646 16,104 ------195,013 23,806 218,819 23,806 195,013 services 207,843 - 132 38 139,936 18,702 - 120,604 12,395 3,811 117,958 - 99,566 14,581 71,719 - 2,646 40,584 71,851 - 19,154 - 132 - 159,090 279,694

Child Safety - Justice services and Youth Community 108,854 - 2,102 - - 529 43,426 29,078 - 6,296 - 3,643 43,426 31,362 8,421 - - 20,680 29,607 29,555 - 529 - 65,480 138,461 95,035 - 2009 2009 2009 2009 2009 2009 2009 2009 2009 2009 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 67,556 189,480 163,870 471,781 404,225 13,972,452 14,444,233 14,254,753 services Housing and Homelessness 16 194

124 27,845 - 4,550 1,086 5,381 16,926 23,085 22,833 - - 139 - 30,886 - 29,800 7,369 - 27,984 139 271,118 296,853 324,837 293,951 S S S S ProvisionsOther liabilities 11,348 1 Financial assets at fair value through profit or loss 6,000 Inventories 20,542 Australian Government borrowings 12,494 Property, plant and equipment 14,007,263 Financial assets at fair value through profit or loss 193,642 Accrued employee benefits 6,146 Other assets 6,083 Cash 104,194 Loans and receivables 27,051 Payables 37,567 Australian Government borrowings 404,225 Non-current assets classified as held for sale 25,610 Intangible assetsLoans and receivables 31,436 13,996 Provisions - Other financial assets 8,416 Other liabilities - CURRENT LIABILITIE Total current assets Total current liabilities NON-CURRENT ASSETS CURRENT ASSETS NET ASSETS NON-CURRENT LIABILITIE Total non-current liabilities TOTAL LIABILITIE Total non-current assets TOTAL ASSET Department of Communities Assets and Liabilities by Outputs — Controlled Statement of as at 30 June 2009

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5 2,565

46,999

- - - services Total services Sport and Recreation 56,680 56,680 12,014 61,583 61,583 (4,903) 12,260 44,420

2009 2009 2009 $'000 $'000 $'000 (5,138) 56,352 56,352 61,490 61,490 Justice services and Youth Community

(1,284) 1,612 328 328

93 93 93 235 Cash 45,704 Receivables 10,648 Provisions 46,999 Other liabilities 2,565 Payables 11,921 Interest bearing liabilities 5 CURRENT ASSETS Total current assets TOTAL ASSETS CURRENT LIABILITIES Total current liabilities TOTAL LIABILITIES NET ASSETS Department of Communities Administered Assets and Liabilities by Outputs — Statement of as at 30 June 2009

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Objectives and principle activities of the department The objectives and principle activities of the Department of Communities are detailed in the body of the Annual Report in the Appendix headed ‘Legislation administered by our department’. 1 Summary of signifi cant accounting policies a) Basis of accounting The fi nancial statements have been prepared in accordance with Australian Accounting Standards. In addition, the fi nancial statements comply with the Treasurer’s Minimum Reporting Requirements and other authoritative pronouncements. These fi nancial statements constitute a general purpose fi nancial report. Except where stated, the historical cost convention is used.

b) The reporting entity The fi nancial statements include the value of all income, expenses, assets, liabilities and equity over which the Department of Communities has control including Retail Stores Operations. The following entities are controlled by the department but are not material: • Monte Carlo Caravan Park Trust • Monte Carlo Caravan Park Pty Ltd • Woombye Gardens Caravan Park • Lazy Acres Caravan Park • Gold Coast Events Co Pty Ltd. Refer to note 32 for further information on these entities. The outputs/major activities undertaken by the department are disclosed in note 1(ab).

c) Administered transactions and balances The department administers, but does not control, certain resources on behalf of the Government. In doing so, it has responsibility and is accountable for administering related transactions and items, but does not have the discretion to deploy the resources for the achievement of the department’s objectives.

d) Trust and agency transactions and balances The department acts as a trust and agent for other entities. It also acts in a fi duciary capacity on behalf of persons in departmental care. Any money collected (and subsequently distributed) in conjunction with the department’s trust and agent role is not recognised in the fi nancial statements, as the department only has a custodial role in respect of such transactions and balances. Refer to notes 34 and 35 for further information. Applicable audit arrangements are also shown.

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1 Summary of signifi cant accounting policies (continued) e) Output revenue/administered item appropriation Appropriations provided under the Annual Appropriation Act are recognised as revenue when received. Where approved, appropriation revenue is recorded as a receivable if amounts are not received at the end of the fi nancial year. Amounts appropriated to the department for transfer to other entities in accordance with legislative or other requirements are reported as ‘administered’ item appropriations.

f) User charges User charges controlled by the department are recognised as revenue when charges for the services are raised, to the extent that these relate to the reporting period concerned. User charges are controlled where they can be deployed for the achievement of departmental objectives. Fees collected but not controlled are reported as Administered Revenue.

Rental income Rental income charges are based on household income and are established so that no more than 25% of a tenant’s household income is paid in rent. The department also receives rental income from dwellings rented to community organisations, local councils or other entities and rental of land. Rental income from land is recognised as Other Revenue.

Sale of goods Revenue is recognised from the sale of goods when the signifi cant risks and rewards of ownership and control transfer to the purchaser and can be measured reliably.

Rendering of services Revenue from the rendering of services is recognised when the stage of completion of the transaction at the reporting date can be measured reliably and the costs of rendering those services can be measured reliably.

g) Grants and other contributions Grants, contributions, donations and gifts that are non-reciprocal in nature are recognised as revenue in the period in which the department obtains control over them. Control is normally obtained upon their receipt. Where grants are received that are reciprocal in nature, revenue is accrued over the term of the funding arrangements. Contributions of assets are recognised in accordance with the policies described in note 1(l). Contributions of other resources and services (including where these are received free of charge or for nominal value) are only recognised when a fair value can be reliably determined and the resources or other services would have been purchased if not donated. Where this is the case, an equal amount is recognised as revenue and as an expense.

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1 Summary of signifi cant accounting policies (continued) h) Cash assets For the purposes of the Balance Sheet and the Cash Flow Statement, cash assets include cash on hand, all cash and cheques receipted but not banked as at reporting date, as well as deposits on call with fi nancial institutions. Cash at bank is held with the Commonwealth Bank of Australia and the Queensland Treasury Corporation.

i) Loans and receivables Loans and receivables are recognised at the nominal amount due at the time of service provision or raising of the charge. The collectability of loans and receivables is periodically assessed with adequate provision being made for impairment. All known bad debts were written-off as at the reporting date. Refer to note 14 and note 33 for further information on loans and receivables.

Rental bond loans The department recognises as a receivable the future repayments required from rental bond loan clients. These repayments are in respect of amounts the department has previously lodged with the Residential Tenancies Authority to fund those clients’ rental bonds.

Borrowers Loans are recorded at the amount of monies lent, plus interest and other costs less payments from borrowers.

Trade and other debtors Trade and other debtors includes advances, recoveries of expenditure and grants revenue receivables.

j) Inventories

Land held for resale Land held for resale is recognised at lower of cost and net realisable value. Cost for land includes the cost of acquisition and development. Past and future development costs are assigned to lots on a weighted average basis when the lots are sold. These costs are only assigned to those lots initially acquired by the department at the outset of the development. Expenses associated with marketing and selling are deducted from each lot’s market value to determine net realisable value.

Inventories held for sale Inventories held for sale are valued at the lower of cost and net realisable value. Cost is assigned on a weighted average basis and includes expenditure incurred in acquiring the inventories and bringing them to their existing condition, except for training costs which are expensed as incurred. Net realisable value is determined on the basis of the department’s normal selling pattern. Any costs associated with marketing, selling and distribution are deducted to determine net

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1 Summary of signifi cant accounting policies (continued) j) Inventories (continued) Inventories held for distribution Inventories held for distribution are those inventories which the department distributes for no or nominal consideration and are valued at the lower of cost and current replacement cost.

k) Non-current assets classifi ed as held for sale Non-current assets held for sale consist of those assets that management has determined are available for immediate sale in their present condition and for which sale is highly probable within the next 12 months. Prior to transfer of an asset to Non-current Assets Classifi ed as Held for Sale, it is revalued to fair value (such revaluations are accounted for as described in note 1(o)). Upon transfer to Non- current Assets Classifi ed as Held for Sale, it is then written-down to net fair value (i.e. fair value less estimated costs to sell). This write-down is recognised as an impairment loss expense. The methodology to estimate costs to sell is re-assessed annually. Non-current assets held for sale are not depreciated.

l) Acquisitions of assets Actual cost is used for the initial recording of all asset acquisitions. Cost is determined as the value given as consideration plus costs incidental to the acquisition, including all other costs incurred in getting the assets ready for use. Where assets are received free of charge from another wholly-owned Queensland State public sector entity as a result of a machinery-of-Government change or other involuntary transfer, the acquisition cost is the gross carrying amount in the books of the transferor, immediately prior to the transfer, together with any accumulated depreciation. Assets acquired at no cost or for nominal consideration, other than from an involuntary transfer from another wholly-owned Queensland State public sector entity, are recognised at their fair value at date of acquisition in accordance with AASB 116 Property, Plant and Equipment.

m) Property, plant and equipment Items of property, plant and equipment with a cost or other value equal to or in excess of the following thresholds are recognised for fi nancial reporting purposes in the year of acquisition: Buildings $10,000 Land $1 Plant and equipment $5,000 Items with a lesser value are expensed in the year of acquisition. Subsequent expenditure that increases the originally assessed service potential of an asset is capitalised to the value of that asset. Land improvements undertaken by the department are included with Buildings.

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1 Summary of signifi cant accounting policies (continued) n) Depreciation of property, plant and equipment Land, being an asset with an unlimited useful life, is not depreciated. Buildings and plant and equipment are depreciated on a straight line basis, so as to progressively allocate the carrying amount of such depreciable assets over their estimated remaining useful lives to the department. The remaining useful lives of all buildings, plant and equipment are reviewed annually. Capital works in progress are not depreciated until they are held ready for use and commissioned. Any subsequent expenditure that increases the originally assessed capacity or service potential of an asset is capitalised and the new depreciable amount is depreciated over the remaining useful life of the asset to the department. The depreciable amount of improvements to or on leasehold land is allocated systematically over the estimated useful lives of the improvements or the unexpired period of the lease, whichever is the shorter. The unexpired period of leases includes any option period where exercise of the option is probable. For each class of depreciable asset, the following depreciation rates were used: Class Depreciation rates Buildings 1-20% per annum Plant and equipment 5-40% per annum

o) Revaluations of property, plant and equipment Subsequent to initial acquisition, land and buildings are revalued to fair value in accordance with AASB 116 Property, Plant and Equipment and Queensland Treasury’s ‘Non-Current Asset Policies for the Queensland Public Sector’. Plant and equipment are measured at cost and are not revalued. The carrying amounts for such plant and equipment do not materially differ from their fair value. Capital works in progress are measured at their acquisition cost or construction cost. Land and buildings are comprehensively revalued at fi ve yearly intervals. Interim revaluations of land and buildings are performed annually using a statistically valid indexation methodology to calculate the valuations. This involves the independent fi eld valuation of a representative sample of land and buildings by external valuers located within discrete localities across the State. Indices are calculated using these independent valuations and are applied to all other land and buildings. This approach is in accordance with Queensland Treasury’s ‘Non-Current Asset Policies for the Queensland Public Sector’ (refer also to note 21) and is used for both interim and comprehensive valuations however the latter involves a larger representative sample of properties.

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1 Summary of signifi cant accounting policies (continued) o) Revaluations of property, plant and equipment (continued) Valuations are based on the following key assumptions: • the property portfolio can be broken into homogeneous groups • locations in which the department owns property have adequate market depth to determine fair value. All fi eld valuations are determined directly by reference to observable prices in an active market or recent market transactions. Any revaluation increment arising on the revaluation of an asset is credited to the asset revaluation reserve of the appropriate class, except to the extent that it reverses a revaluation decrement for the class previously recognised as an expense. A decrease in the carrying amount on revaluation is charged as an expense to the extent that it exceeds the balance, if any, in the asset revaluation reserve relating to that class. On revaluation, accumulated depreciation is eliminated against the gross carrying amount of the asset and the net amount is restated to the revalued amount of the asset.

p) Impairment of non-fi nancial assets Physical and intangible assets are assessed for indicators of impairment on an annual basis. If an indicator of possible impairment exists, the department determines the asset’s recoverable amount. An impairment loss is recorded where the asset’s carrying amount materially exceeds the recoverable amount. The asset’s recoverable amount is determined as the higher of the asset’s fair value less costs to sell and depreciated replacement cost. An impairment loss is recognised immediately in the Income Statement, unless the asset is carried at a revalued amount. When the asset is measured at a revalued amount, the impairment loss is offset against the asset revaluation reserve of the relevant class to the extent available. Where an impairment loss subsequently reverses, the carrying amount of the asset is increased to the revised estimate of its recoverable amount, but so that the increased carrying amount does not exceed the carrying amount that would have been determined had no impairment loss been recognised for the asset in prior years. A reversal of an impairment loss is recognised as income, unless the asset is carried at a revalued amount, in which case the reversal of the impairment loss is treated as a revaluation increase.

q) Leases The department has not entered into any fi nance lease agreements. Operating lease payments are representative of the pattern of benefi ts derived from the leased assets and accordingly, are expensed in the periods in which they are incurred. Incentives received on entering into operating leases are recognised as assets and liabilities. Lease payments are allocated between rental expense and reduction of the liability. Refer to note 26 for further details.

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1 Summary of signifi cant accounting policies (continued) r) Other fi nancial assets Other fi nancial assets represent the department’s investments in the Lazy Acres Caravan Park and the Woombye Gardens Caravan Park, which are controlled entities and which are disclosed at cost. The transactions and balances of these controlled entities are not consolidated into the department’s fi nancial statements due to their relative immateriality. Refer to note 20 for further information on other fi nancial assets.

s) Financial assets at fair value through profi t or loss The department has two housing products which are classifi ed as fi nancial assets at fair value through profi t or loss: • Rental Purchase Plan • Pathways Shared Equity. Under the Rental Purchase Plan agreement, clients obtain a loan from the department for the purchase of a part share in a home, and pay monthly instalments which include both a loan repayment (including interest) and a rent component. On 6 August 2007, Cabinet approved the introduction of a new shared equity loan product, the Pathways Shared Equity program, to assist eligible social housing tenant households to transition out of social housing into home ownership. Under this program, clients obtain a loan from the department for the purchase of a share in a property they are currently renting from the department. Clients pay monthly loan repayments to the department. Note 33 includes further details of these products, as well as other fi nancial information. The accounting policy relating to loans provided under these products’ loan agreements are detailed in note 1(i) Loans and receivables - Borrowers. The department has made a judgment that it does not have effective control of properties subject to these agreements, but rather that its interest in the properties meets the defi nition of a fi nancial instrument. The department’s interest in the properties is designated upon initial recognition as fi nancial assets at fair value through profi t or loss. Fair value is based on the net market value of the department’s proportion of the underlying properties (refer to note 19 for details on how market values are determined for these properties). The department has made the judgement that this measurement basis is the most reliable estimate of fair value given the inherent uncertainties associated with estimating future cash fl ows for these assets under the discounted cash fl ow valuation approach. Based on long-term averages of property growth and rental income, it is expected that the fair value of the department’s interest in the properties will be recovered through future sales and, in the case of Rental Purchase Plan properties only, rental income, taking into account the time value of money. The department’s interest in Rental Purchase Plan and Pathways Shared Equity properties is classifi ed as Non-Current Financial Assets at Fair Value through Profi t or Loss, except for those properties that are expected to be repossessed by the department or sold or refi nanced by clients within the next 12 months, which are disclosed as current.

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1 Summary of signifi cant accounting policies (continued) t) Intangible assets and amortisation Intangible assets held by the department represent its investment in internal use software, principally in respect of fi nancial management and operational systems. Intangible assets with a cost equal to or greater than $100,000 are recognised in the fi nancial statements, with items of a lesser value being expensed. Expenditure on research activities relating to intangible assets is recognised as an expense in the period in which it is incurred. It has been determined that there is not an active market for any of the department’s intangible assets. As such, the assets are recognised and carried at cost less accumulated amortisation.

Internally generated software Expenditure on research activities relating to internally generated intangible assets is recognised as an expense in the period in which it is incurred. Costs associated with the development of computer software are capitalised when the expenditure meets the defi nition and recognition criteria of an intangible asset outlined in AASB 138 Intangible Assets. These assets are amortised on a straight-line basis refl ecting their estimated useful lives to the department. The remaining useful life of each intangible asset is reviewed annually. The department has determined a residual value of zero for all its intangible assets. Class Amortisation rates Software – internally generated 7-33% per annum Software – other 7-14% per annum

u) Payables Trade creditors are recognised upon receipt of the goods or services ordered and are measured at the agreed purchase/contract price. Amounts owing are unsecured and are generally settled according to individual vendors’ terms.

v) Australian Government borrowings Australian Government borrowings relate to the Housing and Homelessness output and are recognised at book value as the amount contractually owing. All associated borrowing costs are settled in the reporting period in which they arise, and are recognised according to the nominal amounts paid. No borrowing costs are capitalised. Borrowings are classifi ed as non-current liabilities to the extent that the department has an unconditional right to defer settlement until at least 12 months after balance sheet date. Further information on Australian Government borrowings, including their fair value, is disclosed in note 33.

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1 Summary of signifi cant accounting policies (continued) w) Employee benefi ts

Wages and salaries Wages and salaries due, but unpaid at reporting date, are recognised in the Balance Sheet including related on-costs such as payroll tax, annual and long service leave levies and employer superannuation contributions.

Annual leave The Queensland Government’s Annual Leave Central Scheme (ALCS) became operational on 30 June 2008 for departments, commercialised business units and shared service providers. Under this scheme, a levy is made on the department to cover the cost of employees’ annual leave (including leave loading and on-costs). The levies are expensed in the period in which they are payable. Amounts paid to employees for annual leave are claimed from the scheme quarterly in arrears. Effective from 30 June 2008, no liability for annual leave entitlements is recognised in the department’s fi nancial statements, the liability being held on a whole-of-Government basis and reported in those fi nancial statements pursuant to AASB 1049 Whole of Government and General Government Sector Financial Reporting. On 30 June 2008, employees’ annual leave liabilities were extinguished by recognising a short-term payable to the Crown.

Sick leave Prior history indicates that, on average, sick leave taken each reporting period is less than the entitlement accrued. The department has made the judgment that this is expected to continue in future periods. Accordingly, it is unlikely that existing accumulated entitlements will be used by employees and no liability for unused sick leave entitlements is recognised. As sick leave is non- vesting, an expense is recognised for this leave as it is taken.

Superannuation Employer contributions for superannuation are paid to QSuper, the superannuation plan for Queensland Government employees, at rates determined by the Treasurer on advice from the State Actuary. Contributions are expensed in the period in which they are paid or payable. The department’s obligation is limited to its required fortnightly contribution to the respective superannuation plans. No liability is recognised for accruing superannuation benefi ts in these fi nancial statements as this liability is held on a whole-of-Government basis and reported in the whole-of-Government fi nancial statements pursuant to AASB 1049 Whole of Government and General Government Sector Financial Reporting.

Long service leave Under the Queensland Government’s long service leave scheme, a levy is made on the department to cover the cost of employees’ long service leave. This levy is expensed in the period in which it is payable. Amounts paid to employees for long service leave are claimed from the scheme quarterly in arrears.

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1 Summary of signifi cant accounting policies (continued) w) Employee benefi ts (continued) No provision for long service leave is recognised in these fi nancial statements, as this liability is held on a whole-of-Government basis and reported in those fi nancial statements pursuant to AASB 1049 Whole of Government and General Government Sector Financial Reporting.

Executive remuneration The executive remuneration disclosures in the Employee Expenses note (note 7) in the fi nancial statements include the following information: SES Executives who commenced work prior to the 26 March 2009 machinery-of-Government change at the department: • the aggregate remuneration of all senior executive offi cers (including the Director-General) whose remuneration for the year is $100,000 or more • the number of senior executives whose total remuneration for the year falls within each successive $20,000 band, commencing at $100,000. SES Executives who transferred to the continuing department as a result of the 26 March 2009 machinery-of-Government change at the department: • the aggregate remuneration of all senior executive offi cers (including the Director-General) whose remuneration for the period 27 March 2009 to 30 June 2009 is $25,000 or more • the number of senior executives whose total remuneration for the period 27 March 2009 to 30 June 2009 falls within each successive $5,000 band, commencing at $25,000. The remuneration disclosed is all remuneration paid or payable, directly or indirectly, by the department or any related party in connection with the management of the affairs of the department or any of its controlled entities, whether as an executive or otherwise. For this purpose, remuneration includes: • wages and salaries • accrued leave (that is, the increase/decrease in the amount of recreation and long service leave owed to an executive, inclusive of any increase in the value of leave balances as a result of salary rate increases or the like) • performance pay paid or due and payable in relation to the fi nancial year, provided that a liability exists (namely a determination prior to the fi nancial statement being signed), and can be reliably measured even though the payment may not have been made during the fi nancial year. The Department of Communities has no executives entitled to performance pay during 2008-09. • accrued superannuation (being the value of all employer superannuation contributions during the reporting period, both paid and payable as at reporting date) • car parking benefi ts and the cost of motor vehicles, such as lease payments, fuel costs, registration/insurance, repairs/maintenance, and fringe benefi ts tax on motor vehicles incurred by the department during the reporting period, both paid and payable as at reporting date, net of any amounts subsequently reimbursed by the executives • housing, being the market value of the rent or rental subsidy, where rent is part-paid by the executive during the fi nancial year, both paid and payable as at 30 June • allowances included in remuneration agreements of executives • fringe benefi ts tax associated with the above benefi ts.

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1 Summary of signifi cant accounting policies (continued) w) Employee benefi ts (continued) The disclosures apply to all senior executives appointed under the Public Service Act 2008 and classifi ed as SES1 and above. ‘Remuneration’ means any money, consideration or benefi t, but excludes amounts: • paid to an executive by the department or a controlled entity where the person worked during the reporting period wholly or mainly outside Australia during the time the person was so employed or • in payment or reimbursement of out-of-pocket expenses incurred for the benefi t of the department or any of its controlled entities. In addition, separate disclosure of separation and redundancy/termination benefi t payments is included, where applicable.

x) Provisions

Provisions are recorded when the department has a present obligation, either legal or constructive as a result of a past event. They are recognised at the amount expected at reporting date for which the obligation will be settled in a future period. Where the settlement of the obligation is expected after 12 months or more, the obligation is discounted to the present value using the pre- tax discount rate.

y) Contributed equity

Non-reciprocal transfers of assets and liabilities between wholly-owned Queensland State public sector entities, as a result of machinery-of-Government changes or other involuntary transfers, are adjusted to Contributed Equity in accordance with Interpretation 1038 Contributions by Owners Made to Wholly-Owned Public Sector Entities. Appropriations for equity adjustments are similarly designated.

z) Insurance

The department’s non-current physical assets and other risks are insured through the Queensland Government Insurance Fund, with premiums paid on a risk assessment basis. In addition, the department pays premiums to WorkCover Queensland in respect of its obligations for employee compensation.

Pursuant to the terms of their Rental Purchase Plan and Pathways Shared Equity Loan agreements, clients are required to take out building insurance in their own name with the department noted as an interested party.

aa) Taxation

The department is a State body as defi ned under the Income Tax Assessment Act 1936, and is exempt from Australian Government taxation except for Fringe Benefi ts Tax (FBT) and Goods and Services Tax (GST). As such, input tax credits receivable from and GST payable to the Australian Taxation Offi ce (ATO), along with FBT, are recognised and accrued.

FBT payable by the department is recognised as a current payable in the Balance Sheet.

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1 Summary of signifi cant accounting policies (continued) aa) Taxation (continued) Housing and Homelessness Services is in a GST group with QBuild and Project Services. Under GST grouping arrangements, the ATO deems Housing and Homelessness Services, as the nominated representative, to be responsible for remitting GST collected and for claiming input tax credits for GST on behalf of all members of the group. The net amount of GST recoverable or payable by the group to the ATO is included in the GST receivable or payable in the balance sheet. In turn, the department recognises a receivable from other group members to the extent that any GST payable is attributable to those respective group members. Further, the department recognises a payable to other group members to the extent that a GST receivable is attributable to those respective group members. Income, expenses and assets are recognised net of the amount of GST, except where the amount of GST incurred is not recoverable as an input tax credit from the ATO. In these circumstances, the GST is recognised as part of the cost of acquisition of the asset or as part of the item of expense. All receivables and payables are stated with the amount of GST included, provided the related invoices are dated on or before the reporting date. Other receivables and payables resulting from accrued income and expenses are not reported inclusive of GST (if any is applicable). Cash fl ows are included in the Cash Flow Statement on a gross basis. The GST components of cash fl ows arising from investing and fi nancing activities which are recoverable from, or payable to, the ATO are classifi ed as operating cash fl ows. ab) Departmental outputs The Department of Communities is committed to achieving the Queensland Government ambitions as outlined in Toward Q2: Tomorrow’s Queensland. It does this through the following outputs: • Aboriginal and Torres Strait Islander services: this includes working with Aboriginal and Torres Strait Islander Queenslanders to affi rm their cultures and reduce the gap in life outcomes and assisting all Queenslanders to benefi t from reconciliation. • Access to Government Services and Information: the department facilitates easier access to responsive government services and information by providing Queenslanders, through Smart Service Queensland, with a ‘front door’ to government transactions, information and referrals through the internet, the telephone and face-to-face customer service. • Child Safety services: leads the provision of services to ensure the safety of children and young people who have been harmed or who are at risk of harm, enhances the wellbeing of children in its care and administers adoption legislation in Queensland. • Community and Youth Justice services: this includes leading integrated service delivery to support vulnerable individuals, families and communities and providing effective youth justice services. • Disability services: leads integrated service delivery to assist people with a disability, people with a mental illness and people who are ageing to participate in their community. • Housing and Homelessness services: this includes integrated social housing and housing services to low-to-moderate income families and individuals, and to provide assistance to people who are homeless or at risk of homelessness. • Multicultural services: leads the promotion of cultural diversity and enhancing community cohesion.

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1 Summary of signifi cant accounting policies (continued) ab) Departmental outputs (continued) • Sport and Recreation services: this includes services to encourage Queenslanders to lead active, healthy lifestyles, from participating in community sport and recreation activities to achieving at elite levels. • Women’s services: this includes providing strategic advice and policy coordination and advice to the Government on issues affecting women with a view to improving the economic security and health and wellbeing of women in Queensland.

ac) Machinery-of-Government changes

Public Service Departmental Arrangements Notice (No.2) 2009 As a result of machinery-of-Government changes the former departments of Disability Services Queensland, Child Safety and Housing were recognised as abolished on 26 March 2009. In accordance with the requirements of the Public Service Departmental Arrangements Notice (No.2) 2009, all assets and liabilities of the former departments as at the date of abolition were transferred to the Department of Communities immediately after the abolishment, at the values reported in the balance sheets of the abolished departments. The Notice also resulted in the following transfer of functions to and from the Department of Communities, with an effective date of 27 March 2009. Functions transferred from the Department of the Premier and Cabinet: • the Indigenous Government Coordination Offi ce. Functions transferred to the Department of Public Works: • Smart Services Queensland. Functions transferred from the former Department of Local Government, Sport and Recreation: • Sport and Recreation and the Academy of Sport (including associated corporate and executive support functions).

Public Service Departmental Arrangements Notice (No.10) 2008 On 11 December 2008 the Governor in Council approved the Public Service Departmental Arrangements Notice (No.10) 2008, amalgamating that part of the Department of Communities known as the Early Childhood and Care Unit with the Department of Education, Training and the Arts. The effective date of the transfer was 31 December 2008.

Other machinery-of-Government changes A Cabinet decision was made on 19 May 2008 to transfer the John Oxley Detention Centre from the Department of Communities to the Department of Public Works. The effective date of the transfer was 1 August 2008. This resulted in the transfer of property titles to the Department of Public Works. A Cabinet Budget Review Committee decision was made on 29 June 2009, effective 1 July 2008, to transfer upon commissioning, assets created within the Integrated Justice Information Strategy Program, from the Department of Justice and Attorney-General. Notes 51 and 52 Machinery-of-Government changes provide further information regarding these transfers.

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1 Summary of signifi cant accounting policies (continued) ad) Allocation of income and expenses to corporate services The department discloses income and expenses attributable to corporate services in the Income Statement by Outputs. ae) Issuance of fi nancial statements The fi nancial statements are authorised for issue by the Director-General and Chief Finance Offi cer at the date of signing the ‘Certifi cate of the Department of Communities’. af) Comparative information and rounding The reporting period covered by these fi nancial statements is 1 July 2008 to 30 June 2009. Due to the machinery-of-Government changes on 26 March 2009, the current year’s fi gures include balances from entities transferred to the department on 27 March 2009 and related transactions for the period 27 March 2009 to 30 June 2009. The prior year contains no fi gures for the transferred entities as they did not form part of the Department of Communities during that period. All fi gures in these statements have been rounded to the nearest $1,000 or, where that amount is less than $500, to zero. ag) Judgments and assumptions Where the department has made signifi cant judgments regarding the classifi cation or measurement of a particular transaction or balance, these are outlined in relevant places throughout the ‘Notes to and forming part of the fi nancial statements’. Any relevant assumptions are also disclosed in those notes. ah) New and revised accounting standards The department did not voluntarily change any of its accounting policies during 2008-09. Two new Australian Accounting Standards became applicable during 2008-09 and have an effect on the department’s fi nancial statements: AASB 1052 Disaggregated Disclosures requires disclosure of the amounts of controlled and administered assets and liabilities attributable to each departmental output. This is set out in the new Statement of Assets and Liabilities by Outputs. AASB 1050 Administered Items has been released but this standard does not involve any measurement or recognition changes. The additional disclosure arising from this standard requires details of the broad categories of recipients of transfer payments and the amounts (classifi ed as administered expenses) transferred to such recipients to be reported. The department is not permitted to early adopt a new accounting standard ahead of the specifi ed commencement date unless approval is obtained from Queensland Treasury. Consequently, the department has not applied any Australian Accounting Standards and Interpretations that have been issued but are not yet effective. At the date of authorisation of the fi nancial statements a number of new or amended Australian Accounting Standards and Interpretations with future commencement dates are applicable to the department. Details of material impacts are as follows:

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1 Summary of signifi cant accounting policies (continued) ah) New and revised accounting standards (continued) The department will need to comply with a revised version of AASB 101 Presentation of Financial Statements as from 2009-10. This revised standard does not have measurement or recognition implications. However, in line with the new concept of ‘comprehensive income’ in the revised AASB 101, there will be signifi cant changes to the presentation of the department’s income and expenses that are currently presented in the Income Statement and the Statement of Changes in Equity. For example: • the Income Statement will become a Statement of Comprehensive Income • movements in asset revaluation reserves will be included in the Statement of Comprehensive Income and not the Statement of Changes in Equity • where there have been retrospective accounting policy changes, retrospective re-statement of items in the fi nancial statements or re-classifi cations of fi nancial statement items during the current reporting period, the revised AASB 101 will require a Statement of Financial Position to be presented as at the beginning of the earliest comparative period included in the fi nancial statements. AASB 2009-2 Amendments to Australian Accounting Standards – Improving Disclosures about Financial Instruments [AASB 4, AASB 7, AASB 1023 & AASB 1038] outlines amendments to AASB 7 Financial Instruments: Disclosures. This will result in additional disclosures for the department’s fi nancial assets at fair value through profi t or loss.

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2 Reconciliation of payments from consolidated fund

Reconciliation of payments from consolidated fund to output revenue recognised in Income Statement Budgeted output appropriation 522,895 468,628 Transfers from/to other departments 323,798 (4,459) Unforeseen expenditure 114,461 - Lapsed output appropriation - (45,026) Net output receipts 961,154 419,143

Opening balance of unearned output revenue 300 475 Closing balance of unearned output revenue - (300)

Output revenue receivable - machinery-of-Government changes (refer to note 1(ac)) (10,904) - Opening balance of output revenue receivable (7,692) (1,592) Closing balance of output revenue receivable 4,559 7,692 Output revenue recognised in Income Statement 947,417 425,418

Reconciliation of payments from consolidated fund to equity adjustment recognised in Contributed Equity (Statement of Changes in Equity) Budgeted equity adjustment appropriation 88,457 71,244 Transfer from/to other departments 43,053 - Unforeseen expenditure 41,978 - Lapsed equity adjustment (65,970) (36,337) Net equity adjustment receipts 107,518 34,907

Opening balance of equity adjustment receivable (6,303) (941) Equity adjustment receivable - machinery-of-Government changes (refer to note 1(ac)) (881) - Closing balance of equity adjustment receivable 1,209 6,303 Equity adjustment recognised in Contributed Equity 101,543 40,269

3 User charges

Rental income 78,404 - Sale of services 29,701 36,615 Sale of goods 27,546 23,544 Corporate services 16,783 19,929 Agency fees 9,787 13,139 Other 2,634 969 Total 164,855 94,196

4 Grants and other contributions

Grant contributions revenue - machinery-of-Government changes 85,917 - Grants 72,382 49,797 Contributed assets 2,474 364 Goods and services received below fair value 387 299 Other 4,118 5,416 Total 165,278 55,876

The Council of Australian Governments (COAG) decided in November 2008 to change the method of Commonwealth payments so that from February 2009, the majority of payments would be made directly to respective State Treasuries. As a result of this change, revenues which were previously reported by the department as grants and other contributions are now reported as output revenue.

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5 Other revenue

Sale of inventories - land held for resale 3,675 - Dividend received 2,389 - Interest 1,022 634 Insurance recoveries 507 295 Bad debt recoveries 342 - Expenditure recoveries 157 1,263 Remeasurement of provision* - 15,268 Other 869 55 Total 8,961 17,515

* 2008: As a result of a Cabinet decision to transfer the remaining unspent funds in the reparation provision to the Indigenous Queenslanders' Foundation, a technical accounting adjustment was required to reduce the provision. This resulted in revenue of $15.268 million being recognised.

6 Net gains on financial assets at fair value through profit or loss

Net gains on disposal 207 - Net gains on revaluation (99) - Total 108 -

7 Employee expenses

Employee benefits Wages and salaries 274,736 172,024 Employer superannuation contributions 35,196 20,405 Annual leave levy 27,396 - Long service leave levy 5,300 3,103 Other employee benefits 5,111 3,399 347,739 198,931

Employee related expenses Payroll tax 16,303 9,536 Workers compensation premium 3,720 2,085 Other employee related expenses 2,180 579 22,203 12,200

Total 369,942 211,131

2009 2008

Number of employees 9,718 2,785

The number of employees includes both full-time employees and part-time employees measured on a full-time equivalent basis.

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7 Employee expenses (continued)

Executive remuneration

SES Executives who commenced work at the department prior to the 26 March 2009 machinery-of-Government changes

The number of senior executives who received, or were due to receive, total remuneration of $100,000 or more for the period 1 July 2008 to 30 June 2009:

2009 2008

$100,000 to $119,999 4 1 $120,000 to $139,999 4 - $140,000 to $159,999 3 5 $160,000 to $179,999 1 6 $180,000 to $199,999 5 5 $200,000 to $219,999 4 5 $220,000 to $239,999 3 2 $240,000 to $259,999 3 2 $260,000 to $279,999 2 - $280,000 to $299,999 2 1 $300,000 to $319,999 1 1 $360,000 to $379,999 1 1 Total 33 29

2009 2008 $'000 $'000

Total remuneration of the executives shown above during 1 July 2008 to 30 June 2009: 6,578 5,805

Total separation and redundancy/termination benefit payments to executives: - 315

SES Executives who transferred to the continuing department as a result of the 26 March 2009 machinery-of-Government changes

The number of senior executives who received, or were due to receive, total remuneration of $25,000 ($100,000 full financial year) or more for the period 27 March 2009 to 30 June 2009:

2009

$30,000 to $34,999 (Annual: $120,000 to $139,999) 1 $35,000 to $39,999 (Annual: $140,000 to $159,999) 2 $40,000 to $44,999 (Annual: $160,000 to $179,999) 8 $45,000 to $49,999 (Annual: $180,000 to $199,999) 13 $50,000 to $54,999 (Annual: $200,000 to $219,999) 8 $55,000 to $59,999 (Annual: $220,000 to $239,999) 5 $60,000 to $64,999 (Annual: $240,000 to $259,999) 3 $65,000 to $69,999 (Annual: $260,000 to $279,999) 1 $70,000 to $74,999 (Annual: $280,000 to $299,999) 1 $75,000 to $79,999 (Annual: $300,000 to $319,000) 1 $80,000 to $84,999 (Annual: $320,000 to $339,000) 1 $100,000 to $104,999* 1 $285,000 to $289,999* 1 Total 46

* The payment to these two executives included redundancy/termination benefits.

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2009 2008 $'000 $'000

7 Employee expenses (continued)

Executive remuneration (continued)

Total remuneration of the executives shown above during 27 March 2009 to 30 June 2009: 2,545

Total separation and redundancy/termination benefit payments to executives: 347

The amount calculated as executive remuneration in these financial statements includes the direct remuneration received, as well as items not directly received by senior executives, such as the movement in leave accruals and fringe benefits tax paid on motor vehicles. This will therefore differ from advertised executive remuneration packages which do not include the latter items.

8 Supplies and services

Repairs and maintenance 58,537 5,697 Professional and technical fees 38,829 39,010 Operating lease rentals 32,383 19,078 Rates to local governments* 22,982 448 Administration costs 12,553 7,816 Computer operating costs 10,436 8,985 Outsourced corporate services 10,296 5,536 Telecommunications 8,712 6,867 Travel 7,745 5,763 Marketing and public relations 5,412 3,971 Minor plant and equipment 4,444 2,518 Consultancies 1,202 187 Other # 19,767 8,606 Total 233,298 114,482

* The department is not required to pay general rates to local governments for properties covered by section 95 of the Housing Act 2003 . Consequently, rates to Local Governments includes special payments totalling $12.927 million in respect of general rates.

# Supplies and services - other includes special payments totalling $51,124 representing ex gratia compensation paid to certain borrowers for maintenance of their homes.

9 Grants and subsidies

Disability services 234,243 - Community and Youth Justice services 137,907 211,371 Housing and Homelessness services 108,128 - Child Safety services 72,188 - Sport and Recreation services 31,963 - Aboriginal and Torres Strait IsIander services 5,811 - Multicultural services 3,792 - Access to Government Services and Information 1,462 - Total 595,494 211,371

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2009 2008 $'000 $'000

10 Depreciation and amortisation

Depreciation and amortisation incurred in respect of: Buildings 35,916 6,110 Plant and equipment 12,114 9,171 Software 6,841 956 Total 54,871 16,237

11 Impairment losses

Rental bond loans 968 - Rental debtors 763 - Plant and equipment 262 - Non-current assets classified as held for sale 115 - Other debtors 187 12 Total 2,295 12

12 Other expenses

Insurance premiums - Queensland Government Insurance Fund * 2,209 485 Donated non-current physical assets 2,039 8 Merchant fees # 903 1,603 Net losses on disposal of property, plant and equipment 639 175 External audit fees † 562 215 Legal claims 551 2,244 Losses: - losses of buildings subject to insurance* 184 - - losses of public property and money 160 (1) Special payments: - ex gratia payments 156 14 - donations and gifts 66 84 Other 72 - Total 7,541 4,827

*Certain losses of public property are insured by the Queensland Government Insurance Fund. Where claims made in respect of these losses have yet to be assessed by the Queensland Government Insurance Fund and the amounts recoverable cannot be estimated reliably at reporting date, the claims are not disclosed. Upon notification by the Queensland Government Insurance Fund of the acceptance of the claims, revenue is recognised for the agreed settlement amount and disclosed as other revenue – insurance recoveries. Refer to note 5.

# Merchant fees are recovered from agencies. This recovery is included in User charges - Agency fees (refer to note 3).

† The Queensland Audit Office is the department's external auditor. Total external audit fees relating to the 2008-09 financial year are estimated to be $0.401 million (2008: $0.216 million). There are no non-audit services included in this amount.

13 Cash

Cash at bank* 266,218 58,609 Imprest accounts 620 500 Total 266,838 59,109

*Cash at bank includes $11.159 million (2008: $25.196 million) with the Queensland Treasury Corporation which earns interest for Retail Stores, Aboriginal Welfare Fund and the reparations provision.

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2009 2008 $'000 $'000

14 Loans and receivables

Current

GST input tax credits receivable 56,537 4,245 GST payable (48,964) (1,019) Net GST receivable 7,573 3,226

Trade and other debtors 32,762 13,025 Less: provision for impairment (660) (41) 32,102 12,984

Rental bond loans 12,072 - Less: provision for impairment (1,965) - 10,107 -

Rental debtors 8,431 - Less: provision for impairment (4,547) - 3,884 -

Annual leave reimbursements 11,519 - Housing loans 5,328 - Output revenue 4,559 7,692 Long service leave reimbursements 2,478 577 Equity injection 1,209 6,303 Total current loans and receivables 78,759 30,782

Non-current

Housing loans 28,905 -

Rental bond loans 3,022 - Less: provision for impairment (491) - 2,531 -

Other - 119 Total non-current loans and receivables 31,436 119

Reconciliations of the provisions for impairment for each class are provided below:

Current provisions for impairment Trade and other debtors Rental bond loans Rental debtors 2009 2008 2009 2008 2009 2008 $'000 $'000 $'000 $'000 $'000 $'000 Opening balance 41 32 - - - - Transfers from moG changes (refer to note 1(ac)) 652 - 1,843 - 4,036 - Provision re-assessment (30) 9 775 - 759 - Loans and receivables written-off (3) - (653) - (248) - Closing balance 660 41 1,965 - 4,547 -

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14 Loans and receivables (continued)

Non-current provision for impairment

Rental bond loans 2009 2008 $'000 $'000 Opening balance - - Transfers from moG changes (refer to note 1(ac)) 461 - Provision re-assessment 193 - Loans and receivables written-off (163) - Closing balance 491 -

15 Interest in joint venture operation The department entered into a joint venture operation with the Queensland University of Technology to develop the Kelvin Grove Urban Village. The joint venture is for the development of a site at Kelvin Grove. Each party to the venture owns and develops its own land located at the site, but contributes to the cost of shared infrastructure and other project common works.

The department has made a judgement that land employed in this joint venture operation meets the definition of inventories on the basis that the land is being developed for resale. This land is included within inventories - land held for resale disclosed in note 16.

2009 2008 $'000 $'000 16 Inventories

Land held for resale (at cost) Costs of acquisition 16,461 - Development costs 4,082 - 20,543 -

Inventory held for distribution 124 111 Inventory held for sale 2,168 1,837 Less: Provision for stock obsolescence (29) (29) Total 22,806 1,919

Of the inventories on hand at 30 June 2009, $18.233 million are expected to be realised after more than 12 months.

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2009 2008 $'000 $'000

17 Financial assets at fair value through profit or loss

Current Interest in Rental Purchase Plan properties* 6,000 - Total 6,000 -

Non-current Interest in Rental Purchase Plan properties* 191,954 - Interest in Pathways Shared Equity properties 1,688 - Total 193,642 -

* The department’s method of valuing its interest in Rental Purchase Plan properties involves an independent valuation of all properties on a five-year rolling plan. The total portfolio as at 30 June 2009 comprised 1,229 properties. There were 48 independent kerbside valuations and 329 full independent valuations performed during the period to 30 June 2009. The remaining properties were valued by applying a Rental Purchase Plan suburbs index for all suburbs where Rental Purchase Plan properties are located, based on actual sales data provided by the Department of Natural Resources and Water.

Refer to note 33 for other financial information on these assets.

18 Other assets

Current Prepayments 20,226 2,412 Other 123 18 Total 20,349 2,430

19 Non-current assets classified as held for sale

Land 24,393 690 Buildings 4,961 521 Total 29,354 1,211

The department has made the judgement that these assets meet the criteria to be classified as non-current assets held for sale. These assets consist of:

• properties to be sold in line with ongoing portfolio management strategies to ensure the alignment of cost-effective and suitable properties with client needs in specific locations. These sales are achieved by listing the properties on the open market • properties for which sales are negotiated directly with a prospective purchaser (usually another Queensland Government agency or community organisation) after direct approaches about purchasing the property concerned • properties being sold to existing tenants. These sales are directly negotiated with the tenants after receiving advice from them that they wish to purchase the property concerned.

Property sales are expected to be finalised within 12 months.

Refer to note 1(k) for an explanation of the valuation basis for these properties.

Included in land as at 30 June 2009 is vacant land at Fitzgibbon valued at $13.8 million, for which approval has been received to sell to the Urban Land Development Authority.

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2009 2008 $'000 $'000

20 Other financial assets

Investment in controlled entities 8,416 - 8,416 -

Refer to note 1(b), 1(r) and note 32 for further information on these assets.

21 Property, plant and equipment

Land At valuation* 8,596,387 93,105

Buildings At valuation* 5,844,189 173,972

Plant and equipment At cost# 138,701 64,701 Less accumulated depreciation (62,601) (28,468) Less impairment losses (262) - 75,838 36,233 Capital works in progress At cost 190,802 20,674 Total 14,707,216 323,984

*An interim revaluation of land and buildings was performed during 2008-09. The majority of land and buildings relate to assets transferred from the former Department of Housing, and these were subject to a comprehensive revaluation during 2006-07.

Restricted assets are as follows:

• reserve land located at Thursday Island. The department, as trustee, is appointed to manage this land on behalf of the State. It is valued at $6.089 million

• land at Narangba for which use is materially restricted due to a vegetation management order. At reporting date it is not possible to conclusively determine whether the restriction pre-empts any development of the land for departmental purposes. Investigations are continuing. The parcel of land is valued at $0.4 million

• a Cabinet decision was made in December 2005 to endorse the process for the strategic divestment of a portfolio of land. The divestment of this land is subject to restrictions under the Aboriginal Land Act 1991, the Torres Strait Islander Land Act 1991, the Native Title (Queensland) Act 1993 and the Land Act 1994. The department has planned to transfer the titles of these properties to other agencies that are aligned to their core operations

• in respect of buildings, there is a restriction that relates to a heritage listing in relation to the Lady Bowen Complex at Spring Hill, Brisbane. It is valued at $5.956 million.

# The department has plant and equipment with an original cost of $12.036 million (2008 $4.9 million) and a written-down value of zero still being used in the provision of services.

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323,984 323,984 14,707,216 (2,606) (48,030) (262) (12,597) 306,440 108 (753) (15,281) (1,211) 20,010 204,404 24,869 295,832 (65) 14,002,341 (66,458) 475 - Plant and works Capital 190,802 20,674 20,674 - (46,123) 78,638 - - 16,470 (9,853) - - 145,982 14,063 (6) - - - - (8,369) - 75,838 36,233 36,233 (262) 6,469 108 1,929 (59) - 3,278 6,593 - 37,134 48,766 (177) - (959) - (9,171) (12,114) (5,697) - - 532 (274) (401) Land Buildings equipment in progress Total $'000 $'000 $'000 $'000 $'000 (16,087) (36,305) 173,972 173,972 5,844,189 42,512 1,398 (35,916) - - 4,357 - (6,110) 72,561 7,160 167,863 54,200 (1,373) 5,558,609 (175) (521) (4,289)

nancial statements nancial fi * Intangible software development in progress capitalised as plant and equipment (refer to note 22). Disposals Disposals through moG changes (refer to notes 1(ac) and 51(a)) Carrying amount at 30 June 2009 8,596,387 Acquisitions through moG changes (refer to notes 1(ac) and 51(a))Transfers between classes 8,248,984 333 Depreciation Acquisitions 46,612 Revaluation increments 252,240 Impairment losses recognised in Income Statement - Carrying amount at 1 July 2008 93,105 Assets reclassified as held for sale (8,308) Acquisitions through moG changes (refer to note 1(ac) and 51(a))Transfers between classesDisposals - 4,042 Disposals through moG changes (refer to notes 1(ac) and 51(a)) - Carrying amount at 30 June 2008 93,105 Acquisitions Assets reclassified as held for sale (690) Property, plant and equipment reconciliation Revaluation increments 12,850 Carrying amount at 1 July 2007 76,772 Depreciation 21 Property, plant and equipment (continued) Department of Communities Notes to and forming part of the for the year ended 30 June 2009

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2009 2008 $'000 $'000

22 Intangible assets

Software - internally generated (at cost) 97,873 10,151 Less accumulated amortisation (32,169) (6,778) 65,704 3,373

Software - other (at cost) 22,303 323 Less accumulated amortisation (19,797) (4) 2,506 319

Software work in progress (at cost) 17,496 20,122

Total 85,706 23,814

Intangible assets reconciliation Software Software internally Software - work in generated other progress Total

$'000 $'000 $'000 $'000

Carrying amount 1 July 2007 2,452 - 10,794 13,246 Acquisitions 1,392 323 9,866 11,581 Transfers (to)/from other classes of assets 63 - (538) (475) * Acquisitions through machinery-of-Government changes 418 - - 418 Amortisation (952) (4) - (956) Carrying amount 30 June 2008 3,373 319 20,122 23,814

Carrying amount 1 July 2008 3,373 319 20,122 23,814 Acquisitions 3,502 - 3,131 6,633 Acquisitions through machinery-of-Government changes (refer to notes 1(ac) and 51(a)) 48,160 2,758 14,013 64,931 Transfers (to)/from other classes of assets 18,846 - (18,846) - Disposals through machinery-of-Government changes (refer to notes 1(ac) and 51(a)) (1,907) - (924) (2,831) Amortisation (6,270) (571) - (6,841) Carrying amount 30 June 2009 65,704 2,506 17,496 85,706

* Software work in progress capitalised as plant and equipment (refer to note 21).

The carrying amount of internally generated software includes $10.226 million relating to the department’s Bond Loan System (BondScape) which has a remaining amortisation period of 4.4 years.

The department has intangible assets with an original cost of $7.657 million (2008: $4.446 million) and a written-down value of zero still being used in the provision of services.

2009 2008 23 Payables $'000 $'000

Trade creditors and accruals 90,121 22,896 Grants and subsidies payable 47,670 5,594 Other 3,104 15,229 Total 140,895 43,719

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2009 2008 $'000 $'000

24 Accrued employee benefits

Current Annual leave levy payable 19,351 - Salaries and wages payable 9,710 5,910 Long service leave levy payable 2,869 789 Total 31,930 6,699

25 Provisions

Current Reparation provision 7,347 16,866 Litigation provision 58 594 Total 7,405 17,460

Non-Current Make good provision 529 - Reparation provision - 1,823 Total 529 1,823

Movements in provisions Reparations Litigation Make good $'000 $'000 $'000 Current Carrying amount at 1 July 2008 16,866 594 - Transfers from moG changes (refer to notes 1(ac) and 51(a)) - 38 - Reduction in provision as a result of payments (11,342) (590) - Movement in provision as a result of measurement 1,823 16 - Carrying amount at 30 June 2009 7,347 58 -

Non-Current Carrying amount at 1 July 2008 1,823 - - Transfers from moG changes (refer to notes 1(ac) and 51(a)) - - 465 Movement in provision as a result of measurement (1,823) - 64 Carrying amount at 30 June 2009 - - 529

Reparation provision

In November 2002, the Queensland Government decided to offer reparations to people whose wages and savings were controlled under the ‘Protections Acts’ between the 1890s and the 1980s. An amount of up to $55.4 million was to be available over a four-year period. The reparation included the payment of a monetary amount to individuals who met the following criteria and were assessed as eligible to receive the payment:

• $4,000 to each person alive on 9 May 2002, who was subject to Government controls over their wages or savings under the ‘Protections Acts’, and who was born on or before 31 December 1951 or

• $2,000 to each person alive on 9 May 2002, who was subject to Government controls over their wages or savings under the ‘Protections Acts’, and who was born between 1 January 1952 and 31 December 1956.

In March 2008, the Queensland Government decided to make a second payment to the original recipients:

• $3,000 to each person alive on 9 May 2002, who was subject to Government controls over their wages or savings under the ‘Protections Acts’, and who was born on or before 31 December 1951 or

• $1,500 to each person alive on 9 May 2002, who was subject to Government controls over their wages or savings under the ‘Protections Acts’, and who was born between 1 January 1952 and 31 December 1956.

In July 2008, the Queensland Government decided to re-open and extend the closing date for claims to 31 January 2009.

A Cabinet decision has determined that the unspent balance of the provision which will not be paid to individuals is to be payable to the Indigenous Queenslanders' Foundation.

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2009 2008 $'000 $'000

25 Provisions (continued)

Make good provision

Provision is made for estimated make good expenses in accordance with the terms of the lease agreements for premises at Mt Gravatt CSSC, East Rockhampton, 18 Banfield St Chermside, 112 Charlotte St Cooktown, Fortitude Valley Green Square Fortitude Valley, 162 Goondoon St Gladstone, 26 Duke St Gympie, 20 Wirraway Pde Inala, 31 Glady St Innisfail, 146 Bloomfield St Cleveland and 33 King St Caboolture. The leases have termination dates of 2015, 2013, 2013, 2017, 2019, 2012, 2016, 2015, 2012 and 2013 respectively when it is expected that these claims will be realised.

26 Other liabilities

Current Unearned revenue 32,845 2,165 Lease incentives 195 341 Other 10 - Total 33,050 2,506

Non-current Lease incentives 271 574 Total 271 574

27 Asset revaluation reserve by class

Land Buildings Total $'000 $'000 $'000

Carrying amount at 1 July 2007 53,279 68,287 121,566 Net revaluation increments 12,849 7,161 20,010 Carrying amount 30 June 2008 66,128 75,448 141,576

Carrying amount at 1 July 2008 66,128 75,448 141,576 Net revaluation increments 252,241 54,200 306,441 Carrying amount at 30 June 2009 318,369 129,648 448,017

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2009 2008 $'000 $'000

28 Reconciliation of operating surplus to net cash from operating activities

Operating surplus (deficit) (3,045) 17,795

Non-cash items: Depreciation and amortisation expense 54,871 16,237 Donated assets and services expensed 2,035 8 Donated assets and services received (2,475) (364) Loss (gain) on disposal of non-current assets 432 175 Impairment losses 378 - Losses of buildings subject to insurance 185 - Net loss (gain) on revaluation of financial assets at fair value through profit or loss 99 -

Change in assets and liabilities: (Increase) decrease in GST input tax credits receivable (17,799) (1,442) (Increase) decrease in receivables 13,064 (9,040) (Increase) decrease in inventories 876 (47) (Increase) decrease in other assets (204) 1,503 Increase (decrease) in payables (146,347) (1,464) Increase (decrease) in GST payable 22,854 1,019 Increase (decrease) in provisions (11,916) (17,382) Increase (decrease) in accrued employee benefits (7,246) 2,491 Increase (decrease) in other liabilities (4,609) (1,597) Net cash from operating activities (98,847) 7,892

29 Non-cash financing and investing activities

Assets received or donated/transferred by the department and recognised as revenues and expenses are set out in notes 4 and 12 respectively.

Assets received or transferred by the department as a result of machinery-of-Government changes or other involuntary transfers, and liabilities transferred to/from other Queensland State public sector entities, are set out in the Statement of Changes in Equity. Notes 1(ac) and 51(a) contain further details about machinery-of-Government changes.

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2009 2008 $'000 $'000

30 Commitments for expenditure

Material classes of expenditure commitments inclusive of anticipated GST, contracted for at reporting date but not recognised are payable as follows:

(a) Non-cancellable operating lease commitments

- Within 12 months 49,287 10,195 - 12 months or longer and not longer than five years 135,179 20,438 - Longer than five years 53,072 1,625 Total 237,538 32,258

Operating leases are entered into as a means of acquiring access to office accommodation and storage facilities.

Lease payments are generally fixed, but with inflation escalation clauses on which contingent rentals are determined. The lease term is generally for an initial fixed period with options to extend the lease for a further period or periods, generally one or two years. No purchase options exist in relation to operating leases and no operating leases contain restrictions on financing or other leasing activities.

Each lease varies to some extent based on factors such as market conditions and concessions that can be negotiated with individual landlords and their agents.

(b) Capital expenditure commitments

Land and buildings - Within 12 months 212,886 11,619 - 12 months or longer and not longer than five years 4,282 7,508 Plant and equipment - Within 12 months 529 1,594 - 12 months or longer and not longer than five years - 14 Intangibles - Within 12 months 75 2,869 Total 217,772 23,604

(c) Grants and subsidies expenditure commitments

Disability services 1,891,289 - Community and Youth Justice services 379,296 277,393 Child Safety services 298,041 - Sport and Recreation services 102,526 - Housing and Homelessness services 99,264 - Total 2,770,416 277,393

- Within 12 months 1,476,251 212,794 - 12 months or longer and not longer than five years 1,294,165 64,599 Total 2,770,416 277,393

(d) Other expenditure commitments

- Within 12 months 5,794 - - 12 months or longer and not longer than five years 60 - Total 5,854 -

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31 Contingencies

(a) Property damage claims

As at 30 June 2009, the department had 42 outstanding property damage insurance claims (2008 nil claims) for which the estimated recoveries (net of excesses) total $2.751 million (2008 $ nil). The department's insurer for these claims is the Queensland Government Insurance Fund.

(b) Litigation

At 30 June 2009, the following number of cases were filed with the respective jurisdictions naming the department as defendant:

Number of cases 2009 2008 High Court 1 - Supreme Court 13 3 District Court 2 1 Magistrate Court - - Dust and Disease Tribunal NSW - 1 Coroners 2 - Other courts 2 - Court not yet identified 15 - 35 5

The department has not recognised a provision in relation to these cases as it believes that it would be misleading to estimate the final amounts payable (if any) in respect of the above cases.

Should any of these cases proceed and result in judgement against the department, the maximum amount that the department may need to pay in relation to each is $10,000, being the excess applied by the Queensland Government Insurance Fund.

The department has also received notification of a number of other cases that are not yet subject to court action. These cases may or may not result in subsequent litigation.

A decision handed down by the Full Federal Court on 17 February 2007 held the State of Queensland liable for racial discrimination to mission workers through non payment of award wages between 1975 and 1986. There are a number of claimants, the quantum of which is not certain, who are yet to litigate against the department in respect of this action. As a reliable estimate cannot be made of the total number of potential claimants, the potential outcome of those claims or any financial impact, the department believes it would be misleading to estimate the amounts payable (if any) in respect of these claims at this time.

32 Controlled entities

The controlled entities of the department are Monte Carlo Caravan Park Trust, Monte Carlo Caravan Park Pty Ltd, Lazy Acres Caravan Park, Woombye Gardens Caravan Park and Gold Coast Events Co Pty Ltd.

The principal activity of the Monte Carlo Caravan Park Trust is to oversee the operations of the Monte Carlo Caravan Park. The trust is a Queensland Government housing initiative, originally instigated to offer secure tenancy for existing residents of the caravan park, as well as for independent caravan owners who were displaced from a neighbouring park due to redevelopment of its site.

The Public Trustee manages the caravan parks on behalf of the department. The parks provide affordable long-term housing to permanent park residents.

The Gold Coast Events Co Pty Ltd's key objective is to represent the Queensland Government's interest in declared motor racing events in Queensland.

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2009 2008 $'000 $'000

32 Controlled entities (continued)

Each of the controlled entities prepares its own annual financial statements that are audited by the Queensland Audit Office. Total external audit fees are estimated to be as follows:

Monte Carlo Caravan Park 10 - Lazy Acres Caravan Park 11 - Woombye Gardens Caravan Park 11 - Gold Coast Events Co Pty Ltd 27 - 59 - There are no non-audit services included in the audit fees.

Transactions and balances of the controlled entities are not consolidated into the department's financial statements due to the relative immateriality of their financial results. A summary of the financial performance and position of the entities, for the period 27 March 2009 to 30 June 2009 is as follows:

(a) Monte Carlo Caravan Park

Revenues 157 - Expenses (188) - Operating surplus (deficit) (31) -

Assets 7,672 - Liabilities (336) - Net assets 7,336 -

(b) Lazy Acres Caravan Park

Revenues 115 - Expenses (292) - Operating surplus (deficit) (177) -

Assets 4,897 - Liabilities (191) - Net assets 4,706 -

(c) Woombye Gardens Caravan Park

Revenues 82 - Expenses (368) - Operating surplus (deficit) (286) -

Assets 3,980 - Liabilities (154) - Net assets 3,826 -

(d) Gold Coast Events Co Pty Ltd

Revenues 6,358 - Expenses (6,364) - Operating surplus (deficit) (6) -

Assets 13,743 - Liabilities (6,854) - Net assets 6,889 -

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33 Financial instruments

(a) Categorisation of financial instruments

The department has the following categories of financial assets and financial liabilities:

Category 2009 2008 $'000 $'000 Financial assets Cash 266,838 59,109 Financial assets at fair value through profit or loss 199,642 - Loans and receivables 110,195 30,901 Total 576,675 90,010

Financial liabilities Payables 140,895 43,719 Accrued employee benefits 31,930 6,699 Australian Government borrowings 416,719 - Total 589,544 50,418

In addition to the explanations set out in the remainder of this note, note 1 includes information on the accounting policies relating to all financial assets and liabilities.

The department does not enter into financial instruments for speculative purposes. Financial instruments consist of loans to borrowers (the department provides home lending assistance to people on low-to-moderate incomes in Queensland), the department's interest in Rental Purchase Plan and Pathways Shared Equity properties (financial assets at fair value through profit or loss), Australian Government borrowings, accrued employee benefits and other receivables and payables.

(b) Financial risk management

The department's activities expose it to a variety of financial risks - interest rate risk, credit risk, liquidity risk and market risk.

The department measures risk exposure using a variety of methods as follows:

• Credit risk - ageing analysis, earnings at risk • Liquidity risk - sensitivity analysis • Market risk - interest rate sensitivity analysis.

(c) Credit risk exposure

Credit risk exposure refers to the situation where the department may incur financial loss as a result of another party to a financial instrument failing to discharge their obligation.

The maximum exposure to credit risk at balance date in relation to each class of recognised financial asset is the gross carrying amount of those assets inclusive of any provisions for impairment.

No financial assets or financial liabilities have been offset and presented net in the Balance Sheet.

The following information represents the department's maximum exposure to credit risk based on contractual amounts net of any allowances:

Cash

The maximum potential exposure to credit risk associated with the department’s cash at bank is the amount reported in note 13.

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33 Financial instruments (continued)

(c) Credit risk exposure (continued)

Loans and receivables

The credit risk for loans and receivables relates to the risk that the department will not receive all amounts owing to it.

The extent of credit risk relating to the department’s loans and receivables (according to the extent to which provisions for impairment are warranted) is as disclosed in note 14.

For all classes of loans and receivables, objective evidence of impairment exists where balances of debtors’ accounts are in arrears, and on the basis of recent past experience, there is a probability that those balances will not be fully recovered. Where individually impaired debts within a given class of loans and receivables warrant separate assessment, the provision for impairment for that class reflects the outcomes of such separate assessments.

No loans or receivables have had their arrears re-negotiated to avoid such amounts being recorded as past due.

Write-offs of loans and receivables are only processed after all reasonable and cost-effective steps have been taken to recover the arrears owing, and the relevant approving officer is satisfied that this is the case.

The aging of loans and receivables past due or impaired is not shown as it is not material.

Housing loans

Most housing loans are secured by a registered first mortgage over the property concerned. The department obtains an independent market valuation of the secured property at the time of loan assessment, but does not undertake regular valuations thereafter. Properties repossessed due to default by the borrower are not retained by the department but are sold at auction through a licensed real estate agent.

Under the Rental Purchase Plan or Contract of Sale scheme, title to the property remains with the department until the purchase is fully completed under the contract. This practice is solely to ensure the department’s interest as a lender is secured.

Under the Pathways Shared Equity Program, title to the property is held jointly by the department and the borrower until the purchase is fully completed under the contract.

The department’s lending practices include a range of features to mitigate risk, including a requirement for new borrowers to obtain independent financial advice plus a thorough departmental assessment of risk (including credit history reports) at the time of loan assessment. The department has a range of safety nets for different loan products including interest subsidies, extending loan terms and mortgage relief assistance. Credit risk is also minimised through proactive arrears and loan management practices.

The credit quality of the loans in the department’s lending portfolio that are neither past due nor impaired is therefore considered to be high, due to the low level of arrears, the absence of borrower defaults, and the fact that most of the loans were provided many years ago based on much lower residential property values. As at 30 June 2009, the weighted average age of such loans is 16.07 years with the weighted average loan balance being $25,996.

The department lends to people on low-to-moderate incomes within Queensland. Approximately 82% of the gross value of loans ($27.903 million) at 30 June 2009 relates to borrowers in the south-east corner of Queensland, representing a concentration of credit risk with the department’s lending portfolio.

Write-offs of unrecoverable amounts for borrowers are deducted directly from the relevant borrower’s account.

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33 Financial instruments (continued)

(c) Credit risk exposure (continued) Rental debtors

Rental debtors relate to rental housing assistance provided to people on low-to-moderate incomes across Queensland. These receivables have a high credit risk with no identifiable concentrations of that risk. The credit quality of debts that are neither past due nor impaired is considered to be moderate.

Policies and processes for managing the credit risk associated with these receivables are focused on arrears management. The department has in place specific arrears management procedures, that broadly include:

• prompt follow-up of debtors who fall into arrears via written notices and in many cases personal or telephone contact by departmentaldepartmental officers officers • repayment agreements for debtors in arrears • use of a debt collection agency for certain debts.

Write-offs of unrecoverable amounts for rental debtors are deducted from the related provision for impairment, except where the department has decided to waive amounts previously charged (such write-offs being deducted directly from the relevant debtor’s account).

Rental bond loans

Rental bond loan assistance is provided to people on low-to-moderate incomes across Queensland who are in housing need, and no identifiable concentrations of credit risk exist within the class. Substantial credit risk is associated with these loans as they are unsecured. However, the department does have the right to recover the amount of any defaults from any available rental bond balance.

Policies and processes for managing the credit risk associated with these loans are focused on arrears management. The department has in place specific arrears management procedures, that broadly include:

• prompt follow-up of debtors who fall into arrears via written notices and in many cases personal or telephone contact by departmental officers • repayment agreements for debtors in arrears, where appropriate.

Write-offs of unrecoverable amounts for rental bond loans are deducted from the related provision for impairment.

Trade and other debtors

No identifiable concentrations of risk exist in relation to the department’s trade and other debtors. The credit quality of debts within this class that are neither past due or impaired is assessed as high.

To minimise credit risk, timely monitoring and management of overdue accounts is conducted, including prompt follow-up of outstanding debts with letters and telephone calls.

Write-offs of unrecoverable amounts for trade and other debtors are deducted from the relevant provision for impairment to the extent that such write-offs have been anticipated via that provision. In all other situations, write-offs of unrecoverable amounts are deducted directly from the relevant debtor’s account.

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33 Financial instruments (continued)

(d) Market risk

The department does not trade in foreign currency and is not materially exposed to commodity price changes. The department does not undertake any hedging in relation to interest risk and manages its risk as per the liquidity risk management strategy.

The department's market risk relating to financial instruments is limited to its interest in Rental Purchase Plan and Pathways Shared Equity properties, and to cash deposited in interest bearing accounts.

At 30 June 2009, the department's exposure to market risk in respect of Rental Purchase Plan and Pathways Shared Equity properties is equal to the carrying amount of these assets (refer to note 17). The value of the department's interest in these properties is directly related to movements in the residential property market in the respective areas where these properties are located. Refer to note 1(s) for an explanation of the measurement basis for these assets.

Approximately 82.4% of the value of the department's interest in these properties is concentrated in the south-east corner of Queensland, where movements in the residential property market have been most significant.

Interest rate sensitivity analysis

The following table summarises the sensitivity of the department's financial assets and liabilities which are subject to interest rate risk, showing the effects of a plus or minus movement of 2% (2008 1%) on profit and equity:

2009 Interest rate risk + 2% -2 % Carrying Amount Profit Equity Profit Equity $'000 $'000 $'000 $'000 $'000 Financial Assets Cash (Queensland Treasury Corporation) 11,159 223 223 (223) (223) Loans and receivables (housing loans) 34,233 685 685 (685) (685) Overall effect on profit and equity 908 908 (908) (908)

2008 Interest rate risk + 1% -1 % Carrying Amount Profit Equity Profit Equity $'000 $'000 $'000 $'000 $'000 Financial Assets Cash (Queensland Treasury Corporation) 25,196 252 252 (252) (252) Overall effect on profit and equity 252 252 (252) (252)

(e) Liquidity risk

Liquidity risk refers to the situation where the department may encounter difficulty in meeting obligations associated with financial liabilities.

The department is exposed to liquidity risk in respect of its payables, accrued employee benefits and Australian Government borrowings, in that the department needs to be able to pay these amounts when they fall due. The department has implemented and maintains robust cash management practices, including day-to-day monitoring and regular liquidity reporting to the department’s Financial and Risk Management Steering Committee. These practices ensure cash resources are adequate to meet future commitments.

The department’s liquidity risk is low for the following reasons: • cash resources consistently exceed the total amount of liabilities expected to become payable in the ensuing 12 months (refer toto the the Balance Balance Sheet) Sheet) • payments are made to take advantage of suppliers’ terms of trade and any available discount periods, as far as possible • borrowings from the Australian Government are subject to a fixed repayment schedule and fixed interest rate, resulting in certainty of the amount and timing of future cash outlays for forward planning purposes.

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33 Financial instruments (continued)

(e) Liquidity risk (continued)

The following table sets out the liquidity risk of financial liabilities held by the department. It represents the contractual maturity of financial liabilities, calculated based on cash flows relating to the repayment of the principal amount outstanding at balance date.

2009 Payable in Total <1 year 1 - 5 years >5 years $'000 $'000 $'000 $'000 Financial Liabilities Payables 140,895 - - 140,895 Accrued employee benefits 31,930 - - 31,930 Australian Government borrowings 12,494 67,013 337,212 416,719 Total 185,319 67,013 337,212 589,544

2008 Payable in Total <1 year 1 - 5 years >5 years $'000 $'000 $'000 $'000 Financial Liabilities Payables 43,719 - - 43,719 Total 43,719 - - 43,719

There are no identifiable concentrations of liquidity risk associated with the above liabilities.

(f) Fair value

The fair value of financial assets and liabilities must be estimated for recognition and measurement and for note disclosure purposes.

For cash, loans and receivables (excluding housing loans) financial assets at fair value through profit or loss, payables and accrued employee benefits, carrying amounts are a reasonable approximation of fair value.

The carrying amounts and estimated fair values of housing loans and Australian Government borrowings held at balance date are as follows:

2009 Carrying Fair Amount Value $'000 $'000 Financial Assets Loans and receivables (housing loans) 34,233 31,922 Financial Liabilities Australian Government borrowings 416,719 349,556

Methods used to derive fair value are as follows:

Loans and receivables - housing loans

The fair value of housing loans is the present value of future principal and interest cash flows. The amount calculated is based on a discounted cash flow analysis using the Queensland Treasury Corporation yield curve to derive discount rates that most closely match the term of the individual loans. Future cash flows take into account the scheduled instalments, projected interest rate profiles for individual products (based on implied forward rates derived from the Queensland Treasury Corporation yield curve), and estimated arrears, prepayments and defaults based on recent payment history.

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33 Financial instruments (continued)

(f) Fair value (continued)

Australian Government borrowings

Australian Government borrowings are fixed interest rate debt (average 4.5%) relating to a range of loans for housing purposes provided over a number of years. These loans have various maturity dates with the last of these loans expected to mature in 2042.

The fair value of the Australian Government debt is determined by discounting the future loan principal and interest instalments pursuant to the aggregated repayment schedule for the individual loans. The discount rates used are derived from an Australian Government yield curve supplied by the Queensland Treasury Corporation.

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2009 2008 $'000 $'000

34 Trust transactions and balances

The department undertakes certain transactions in a fiduciary capacity on behalf of persons in departmental care.

As the department performs only a custodial role in respect of these transactions and balances, they are neither controlled nor administered by it and accordingly, are not recognised in the financial statements. They are however, disclosed in these notes for the information of users:

Trust expenses and revenues

Expenses Persons in departmental care 102 115

Revenues Persons in departmental care 101 113

Trust assets

Current assets Cash – persons in departmental care 10 9

Transactions and balances are subject to audit by the Auditor-General of Queensland.

35 Agency transactions

(a) Charges and levies

The department acts as an agent in the collection and distribution of charges and levies for various State Government departments. A reconciliation of amounts collected and distributed is as follows:

Balance at 1 July 1,904 1,154 Collections during reporting period 272,162 340,434 Distributions to principals during reporting period (273,317) (339,684) Transferred to Department of Public Works (refer to notes 1(ac) and 51(a)) (749) - Balance at 30 June - 1,904

Fees of $9.88 million (2008 $13.14 million) received by the department for providing agency services are recognised in user charges (refer to note 3).

The transactions and balances are subject to audit by the Auditor-General of Queensland.

(b) Employee wage and salary disbursements

For some service areas of the department, payments of wages and salaries to employees are made directly by the department rather than by CITEC. In respect of these employees, the department acts as an agent in the disbursement of salary deductions to third parties. A reconciliation of amounts deducted from these employee pays and disbursed to third parties is as follows:

Wage and salary deductions (6,110) - Payments to third parties 6,110 - Balance at 30 June - -

Financial statements Department of Communities | 2008–09 Annual Report 203

Part 3b_Financials.indd 203 12/11/2009 10:33:32 AM Department of Communities Notes to and forming part of the fi nancial statements for the year ended 30 June 2009

2009 2008 $'000 $'000

35 Agency transactions (continued)

(c) Tenancy management

In 2005, the Queensland Government endorsed an alternative housing service delivery model for 34 Indigenous communities. Indigenous Councils were offered the opportunity to hand over responsibility for tenancy management to the department. As at 30 June 2009, six Indigenous Councils have handed over this responsibility. The department acts as an agent in taking on the role of tenancy manager with each of the six communities and in respect of the collection and disbursement of rent. A reconciliation of rent collected and disbursed is as follows:

Transfers from machinery-of-Government changes (refer to note 1(ac)) 184 - Collections during the year 682 - Distributions during the year (656) - Balance at 30 June 210 -

36 Reconciliation of payments from consolidated fund to administered item appropriation recognised in the Administered Income Statement

Budgeted appropriation 281,068 149,841 Transfers from/to other departments 18,199 1,932 Lapsed administered appropriation item (26,858) - Additional administered item appropriation 28,970 - Total administered item appropriation receipts 301,379 151,773

Opening balance of unearned administered item appropriation 729 246 Opening balance of administered revenue receivables (94,832) (88,056) Closing balance of administered revenue receivable 6,553 94,832 Closing balance of unearned administered item appropriation (2,565) (729) Administered item appropriation recognised in Administered Income Statement 211,264 158,066

37 Fees - Administered

Child care centre licensing fees 142 348 Other 2 4 Total 144 352

38 Other revenue - Administered

Interest 302 671 Expenditure recoveries 297 - Total 599 671

39 Supplies and services - Administered

Disaster recovery expenses 7,233 4,861 Legal fees 2,782 388 Bank fees 1 - Total 10,016 5,249

40 Grants and subsidies - Administered

Recurrent Concession payments - Rates 47,505 41,206 - Natural gas 2,531 - Personal benefits 18,133 6,923 Other 15,831 912 Total 84,000 49,041

204 Department of Communities | 2008–09 Annual Report Financial statements

Part 3b_Financials.indd 204 12/11/2009 10:33:33 AM Department of Communities Notes to and forming part of the fi nancial statements for the year ended 30 June 2009 y 2009 2008 $'000 $'000

41 Impairment losses - Administered

Bad and impaired debts 4 8 Total 4 8

42 Concession payments - Administered

Concession payments - Electricity 76,146 66,922 - Rail 36,768 33,147 Total 112,914 100,069

43 Other expenses - Administered

Ex-gratia payments: - Redress scheme 4,028 3,038 Total 4,028 3,038

44 Cash - Administered

Cash at bank 44,420 10,879 Total 44,420 10,879

45 Receivables - Administered

Current Output revenue 6,553 64,848 Trade debtors 4,002 - GST input tax credits receivable 68 37 Recoveries of expenditure 20 105 Other 1,617 193 Total 12,260 65,183

Non-current Output revenue - 29,984 Total - 29,984

46 Payables - Administered

Grants and subsidies payable 10,850 11,955 Trade creditors 625 968 Transfer to Government payable 96 200 Other 443 2,312 Total 12,014 15,435

Financial statements Department of Communities | 2008–09 Annual Report 205

Part 3b_Financials.indd 205 12/11/2009 10:33:33 AM Department of Communities Notes to and forming part of the fi nancial statements for the year ended 30 June 2009

2009 2008 $'000 $'000

47 Provisions - Administered

Current Redress provision 46,999 54,460

Non-current Redress provision - 29,984

Redress provision

The Queensland Government has implemented a Redress Scheme in response to the recommendations identified from the Forde Inquiry into the Abuse of Children in Queensland Institutions. The Government announced in the State Budget for 2007- 08 that up to $100 million had been provided for distribution to eligible former child residents of Queensland institutions and detention centres.

Applications for the Redress Scheme closed on 30 September 2008, with a total of 10,218 applications being received.

• Level 1 payments of up to $7,000 per person are payable to eligible applicants. Initial eligibility of all level 1 applications was determined by 30 January 2009 by verifying the claimant’s application against available records. As at 30 June 2009, 5,899 level 1 payments have been made, with priority given to applicants aged 70 and over or who have life threatening illnesses.

• Level 2 payments, for people who have suffered more serious neglect or abuse, are capped at up to an additional $33,000 per person. The closing date for applicants to submit information supporting their claims was the 27 February 2009. Level 2 claims are being assessed by an expert panel and letters of advice regarding payments will be sent to applicants from August 2009. Management estimates that the take-up rate for level 2 will exhaust the funds remaining from level 1 allocation.

Movements in redress provision

Current Balance at 1 July 54,460 38,941 Movement in provision as a result of remeasurement 29,984 18,985 Reduction in provision as a result of payments (37,445) (3,466) Balance at 30 June 46,999 54,460

Non-current Balance at 1 July 29,984 48,969 Movement in provision as a result of remeasurement (29,984) (18,985) Balance at 30 June - 29,984

206 Department of Communities | 2008–09 Annual Report Financial statements

Part 3b_Financials.indd 206 12/11/2009 10:33:33 AM Department of Communities Notes to and forming part of the fi nancial statements for the year ended 30 June 2009

2009 2008 $'000 $'000

48 Interest-bearing liabilities - Administered

Current Natural Disaster Relief Assistance Loan 5 4 5 4 Non-current Natural Disaster Relief Assistance Loan - 4 - 4 49 Other liabilities - Administered

Unearned adminstered item appropriation 2,565 729

50 Reconciliation of operating surplus to net cash from operating activities - Administered

Operating surplus 558 661

Change in assets and liabilities (Increase)/decrease in receivables 271,283 (6,889) (Increase)/decrease in GST input tax credits receivable 47 (24) (Increase)/decrease in other assets - 230 Increase/(decrease) in payables (97,706) 6,238 Increase/(decrease) in provisions (37,445) (3,466) Increase/(decrease) in other liabilities 1,836 483 Net cash from operating activities 138,573 (2,767)

Financial statements Department of Communities | 2008–09 Annual Report 207

Part 3b_Financials.indd 207 12/11/2009 10:33:33 AM

Net transfers

6,252 21,764 70,694 16,446 371,467 14,781,699 Arts Arts Education, Education, Training and Training and 14,233,260 62,100 13,935,883 8,416 195,735 465 416,719 31,126 305,344 32,017 38 14,058,495 548,439 21,864 417,860 723,204 61,816 12,178 676

239,247 2009 Department of Department of - - - - 6,520 Queensland Queensland Public Works Public Works 56,868 - 56,868 - - Smart Service ------63,388 6,520 ------63,388 - 2009 Department of Smart Service Department of 2,831 - - - - - 22 - - - - 2,059 - 3,126 - 580 2,747 - 6,037 Centre Centre Detention Detention John Oxley John Oxley Public Works Public Works 8,868 2,769 11,864 2,769 5,765 - 14,633 2009 Department of Department of 2009 the Premier and Cabinet the Premier and Cabinet 3,554 - 3,554 ------3,554 ------3,554 - Department of Department of - 2009 552 General Attorney- General Attorney- Justice and Justice and Department of

23 - 23 ------529 529 - 23 529 - - 529 - 529 - Department of - 2009 Local Local Sport and Sport and Recreation Recreation Government, Government, 1,239 1,239 1,126 113 -

------1,239 ------Department of Department of - - - 2009 - Transfers from: Transfers to: 187,900 Services Disability Services Disability Queensland Queensland 222,788 187,900 - - 25,697 - 324 399 - - 25,697 34,888 2,246 197,091 - - 12,218 - 22,346 - 23,052 2009 nancial statements nancial fi Child Safety Child Safety 360,932 147,695 19,114 128,581 - 147 - - 139,900 - 3,229 - 18,373 38 - 140,047 213,237 11,365 220,885 147 - 13,190 2,646 194,172 - 110,124 Department of Department of 2009 2009 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 - 100,766 517,485 253,375 416,719 14,125,131 13,871,756 13,607,646 Housing Housing 152,632 93,937 30,249 63,688 - - - 465 - 41,750 1,721 - 2,191 - - 42,215 58,695 4,677 110,417 465 - 15,944 41,030

- 34,882 Department of Department of TOTAL ASSETS Total non-current assets Intangible assets 14,442 Property, plant and equipment 13,622,037 Other financial assets 8,416 Other liabilities - Financial assets at fair value through profit or loss 195,735 Provisions - Other assets 11,752 Total current liabilites NON-CURRENT LIABILITIES Australian Government borrowings 416,719 NON-CURRENT ASSETS Loans and receivables 31,126 Other liabilities 11,076 Provisions - Refer to note 1(ac) for further information on these transfers. Financial assets at fair value through profit or loss 6,252 TOTAL LIABILITIES NET ASSETS Total current assets Accrued employee benefits 3,576 Total non-current liabilities Inventories 21,764 Loans and receivables 30,872 CURRENT ASSETS Cash 123,565 CURRENT LIABILITIES Payables 73,936 Non-current assets classified as held for sale 59,170 Australian Government borrowings 12,178 51 Machinery-of-Government changes (a) Assets and liabilities transferred Department of Communities Notes to and forming part of the for the year ended 30 June 2009

208 Department of Communities | 2008–09 Annual Report Financial statements

Part 3b_Financials.indd 208 12/11/2009 10:33:33 AM

Net transfers

299 Queensland 95 25 2 337 727 5 1,201 337 1,538 44 605 418 (349) 462 897 1,189

2008 Police Service - - - 43 Health Queensland 43 22 90 112 - - 22 (69) - - 86 43 4 2008 Local Sport and Recreation Government, - - - 46 8 64 72 14 8 46 (12) - 14 64 60 - 2008 Department of Services Disability Queensland - - 163 71 244 315 29 - 71 163 (123) - 29 - 244 192 - 2008 nancial statements nancial fi - 95 25 438 83 - 418 - 303 4 46 50 813 175 175 1,121 (125) 2008 $'000 $'000 $'000 $'000 $'000 $'000 Transfers from: Transfers to: Agency Protection Environmental 2008 933 438 1,424 1,862 (428) 501 1,434 S Prepayments - Total current assets Receivables - Total current liabilites TOTAL LIABILITIES Total non-current liabilities NON-CURRENT LIABILITIES Provisions - NON-CURRENT ASSETS Property, plant and equipment 4 Security deposits 2 NET ASSET Intangible assets - CURRENT ASSETS Cash 44 Provisions 170 Total non-current assets Security deposits 5 Refer to note 1(ac) for further information on these transfers. TOTAL ASSETS CURRENT LIABILITIES Payables - 51 Machinery-of-Government changes (continued) (a) Assets and liabilities transferred (continued) Department of Communities Notes to and forming part of the for the year ended 30 June 2009

Financial statements Department of Communities | 2008–09 Annual Report 209

Part 3b_Financials.indd 209 12/11/2009 10:33:34 AM 9

Sport and Sport and Recreation recognised by Department of recreation activity Local Government, Sport and recreation activity 107,522 21,838

5,095 11,574 - 18,477 124,609 418 - 16,695 59,502 2,626 1 119,139 Services Queensland by Disability 126,310 29,141 27,870 - 6,978 37,273 - 173,400 2,839 - 16,843 1 91,465 3,610 168,930 Disability services activity recognised activity 675,109 165,995 63,188 378 275,214 - - 951,321 620 - 306 714,140 1,241 4,941 949,811 Disability services Child safety Child Safety by Department of 928,433 230,011 87,424 470 349,305 - 655 - 1,278,863 291 951,628 - 1,402 6,513 1,277,269 activity recognised activity Child safety 449,462 152,862 60,092 904 2,092 205 - 452,663 - 165 230,751 - 655 7,898 452,423 nancial statements nancial fi Housing recognised by Department of Housing activity 597,042 204,615 80,232 1,222 2,890 - 601,606 452 - 302,939 370 - 948 10,808 599,912 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 1,185 8,184 6,608 104,942 751,137 733,833 121,701 234,799 190,088 1.7.08 - 30.6.09 1.7.08 - 26.3.09 - 30.6.09 1.7.08 1.7.08 - 26.3.09 1.7.08 - 30.6.09 1.7.08 - 26.3.09 - 30.6.09 1.7.08 - 26.3.0 1.7.08 Housing activity 77,916 214,138 562,565 139,090 4,569 14,241 5,443 541,491 86,094 and equipment 1,185 through profit or loss 8,292 INCOME Revenue Output revenue 205,168 User charges 314,094 Supplies and services 302,007 Total income Grants and other contributions 210,608 Net gains on disposal of property, plant EXPENSES Employee expenses Other revenue 11,790 Grants and subsidies 175,308 Gains Net gains on financial assets at fair value Impairment losses 6,469 Interest on borrowings 18,972 Total expenses Other expenses 10,747 Depreciation and amortisation 115,388 Refer to note 1(ac) for further information on these transfers. 51 Machinery-of-Government changes (continued) (b) Income and expenses attributable to transferred activities Department of Communities Notes to and forming part of the for the year ended 30 June 2009

210 Department of Communities | 2008–09 Annual Report Financial statements

Part 3b_Financials.indd 210 12/11/2009 10:33:34 AM Department of Communities Notes to and forming part of the fi nancial statements for the year ended 30 June 2009

52 Machinery-of-Government changes - Administered

(a) Administered assets and liabilities transferred

Transfers from Department of Local Government, Sport and Recreation

2009 $'000 CURRENT ASSETS Cash 41 Receivables 276 TOTAL ASSETS 317

CURRENT LIABILITIES Payables 41 TOTAL LIABILITIES 41

NET ASSETS 276

(b) Administered income and expenses attributable to transferred activities

Sport and recreation activity recognised by Department of Sport and recreation Local Government, activity Sport and Recreation

1.7.08 - 30.6.09 1.7.08 - 26.3.09 $'000 $'000 INCOME Revenue Administered item appropriation 29,075 25,299 Total income 29,075 25,299

EXPENSES Grants and subsidies 29,075 25,299 Total expenses 29,075 25,299

Refer to note 1(ac) for further information on these transfers.

Financial statements Department of Communities | 2008–09 Annual Report 211

Part 3b_Financials.indd 211 12/11/2009 10:33:35 AM Certifi cate of the Department of Communities

These general purpose fi nancial statements have been prepared pursuant to Section 40(1) of the Financial Administration and Audit Act 1977 (the Act) and other prescribed requirements. In accordance with Section 40(3) of the Act, we certify that in our opinion: (i) the prescribed requirements for establishing and keeping the accounts have been complied with in all material respects and (ii) the statements have been drawn up to present a true and fair view, in accordance with prescribed accounting standards, of the transactions of the Department of Communities for the fi nancial year ended 30 June 2009, and of the fi nancial position of the department at the end of that period.

Ian Fulton BCom CPA Linda A Apelt BEd, G.Dip.C, M.Ed.St Chief Finance Offi cer Director-General DEPARTMENT OF COMMUNITIES DEPARTMENT OF COMMUNITIES 24 August 2009 24 August 2009

212 Department of Communities | 2008–09 Annual Report Financial statements

Part 3b_Financials.indd 212 12/11/2009 10:33:35 AM INDEPENDENT AUDITOR’S REPORT

To the Accountable Offi cer of the Department of Communities

Report on the Financial Report I have audited the accompanying fi nancial report of the Department of Communities, which comprises the balance sheets and statements of assets and liabilities by outputs as at 30 June 2009, and the income statements, statements of changes in equity, cash fl ow statements and income statements by outputs for the year ended on that date, a summary of signifi cant accounting policies, other explanatory notes and the certifi cates given by the Director-General and the Chief Finance Offi cer.

The Accountable Offi cer’s Responsibility for the Financial Report The Accountable Offi cer is responsible for the preparation and fair presentation of the fi nancial report in accordance with prescribed accounting requirements identifi ed in the Financial Administration and Audit Act 1977 and the Financial Management Standard 1997, including compliance with applicable Australian Accounting Standards (including the Australian Accounting Interpretations). This responsibility includes establishing and maintaining internal controls relevant to the preparation and fair presentation of the fi nancial report that is free from material misstatement, whether due to fraud or error; selecting and applying appropriate accounting policies; and making accounting estimates that are reasonable in the circumstances.

Auditor’s Responsibility My responsibility to express an opinion on the fi nancial report based on the audit is prescribed in the Auditor-General Act 2009. This Act, including transitional provisions, came into operation on 1 July 2009 and replaces the previous requirements contained in the Financial Administration and Audit Act 1977. The audit was conducted in accordance with the Auditor-General of Queensland Auditing Standards, which incorporate the Australian Auditing Standards. These auditing standards require compliance with relevant ethical requirements relating to audit engagements and that the audit is planned and performed to obtain reasonable assurance whether the fi nancial report is free from material misstatement. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the fi nancial report. The procedures selected depend on the auditor’s judgement, including the assessment of risks of material misstatement in the fi nancial report, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity’s preparation and fair presentation of the fi nancial report in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control, other than in expressing an opinion on compliance with prescribed requirements. An audit also includes evaluating the appropriateness of accounting policies and the reasonableness of accounting estimates made by the Accountable Offi cer, as well as evaluating the overall presentation of the fi nancial report and any mandatory fi nancial reporting requirements as approved by the Treasurer for application in Queensland. I believe that the audit evidence obtained is suffi cient and appropriate to provide a basis for my audit opinion.

Financial statements Department of Communities | 2008–09 Annual Report 213

Part 3b_Financials.indd 213 12/11/2009 10:33:35 AM Independence The Auditor-General Act 2009 promotes the independence of the Auditor-General and QAO authorised auditors. The Auditor-General is the auditor of all Queensland public sector entities and can only be removed by Parliament. The Auditor-General may conduct an audit in any way considered appropriate and is not subject to direction by any person about the way in which audit powers are to be exercised. The Auditor-General has for the purposes of conducting an audit, access to all documents and property and can report to Parliament matters which in the Auditor-General’s opinion are signifi cant.

Auditor’s Opinion In accordance with s.40 of the Auditor-General Act 2009 – (a) I have received all the information and explanations which I have required; and (b) in my opinion – (i) the prescribed requirements in respect of the establishment and keeping of accounts have been complied with in all material respects; and (ii) the fi nancial report has been drawn up so as to present a true and fair view, in accordance with the prescribed accounting standards of the transactions of the Department of Communities for the fi nancial year 1 July 2008 to 30 June 2009 and of the fi nancial position as at the end of that year.

J P BEH FCPA (as Delegate of the Auditor-General of Queensland) Queensland Audit Offi ce Brisbane

214 Department of Communities | 2008–09 Annual Report Financial statements

Part 3b_Financials.indd 214 12/11/2009 10:33:35 AM Financial statements – Retail Stores Operations Our fi nancial statements for the year ended 30 June 2009

Contents Foreword 216 Income Statement 217 Balance Sheet 218 Statement of Changes in Equity 219 Cash Flow Statement 220 Notes to and forming part of the fi nancial statements 221 – 237 Certifi cate of the Department of Communities – Retail Stores Operations 238 Independent Auditor’s Report 239 – 240

We report on the operations of our Retail Stores as a business unit within our department that may meet possible information needs of the public, in particular the members of communities reliant on their services.

Part 3b_Financials.indd 215 12/11/2009 10:33:40 AM Foreword

These fi nancial statements cover the Department of Communities – Retail Stores Operations as at 30 June 2009. Retail Stores Operations are an operational unit established within the Department of Communities which is a Queensland Government department established under the Public Service Act 2008. The department is controlled by the State of Queensland which is the ultimate parent. The head offi ce and principal address of the Department of Communities — Retail Stores Operations is: Level 4 61 Mary Street Brisbane QLD 4000 A description of the nature of Retail Stores’ Operations and its principle activities is included in the notes to the fi nancial statements. For information in relation to the Retail Stores’ fi nancial statements please call Mr Eoin Quinlivan, Director, Retail Stores on (07) 3224 2027, or visit www.communities.qld.gov.au.

Objectives of the Department of Communities – Retail Stores Operations The objectives of the Department of Communities – Retail Stores Operations (herein called “Retail Stores”) are to implement standards and operating methodologies commensurate with private sector best practice in the operation of supermarkets in remote Aboriginal communities. The Department of Communities manages retail stores in seven remote Indigenous communities to ensure residents of these communities can access quality retail facilities. The stores are located in the communities of: • Doomadgee • Kowanyama • Lockhart River • Palm Island • Pormpuraaw • Woorabinda • Aurukun (managed on behalf of the Aurukun Shire Council until February 2009). Retail Stores provide a reasonable range of quality health food, home and personal consumables, and related durables at the lowest prices possible while maintaining operating capacity. Retail stores policy is to stock adequate supplies of fresh fruit and vegetables at the best possible price and provide healthy take-away food options where possible. In a number of communities, the stores are the only source of household items, nutritious food and other staples. As well as providing an essential service, the stores also provide employment opportunities for local residents. The retail stores operate on a sound commercial basis. Profi ts generated from current operations are being returned to host communities to maintain and develop modern retail facilities, and to subsidise healthy products. These statements are independently audited by the Queensland Audit Offi ce.

216 Department of Communities | 2008–09 Annual Report Financial statements — Retail Stores Operations

Part 3b_Financials.indd 216 12/11/2009 10:33:43 AM Department of Communities – Retail Stores Operations Income Statement for the year ended 30 June 2009 Notes 2009 2008 $'000 $'000 Income 6DOHRIJRRGV    2WKHUUHYHQXH    28,246 23,802

Expenses (PSOR\HHH[SHQVHV    &RVWRIJRRGVVROG    6XSSOLHVDQGVHUYLFHV    *UDQWVDQGVXEVLGLHVFDSLWDOJUDQWWR$XUXNXQ6KLUH&RXQFLO  'HSUHFLDWLRQ    ,PSDLUPHQWORVVHV   2WKHUH[SHQVHV    27,124 23,380

Operating surplus 1,122 422

7KLV,QFRPH6WDWHPHQWVKRXOGEHUHDGLQFRQMXQFWLRQZLWKWKHDFFRPSDQ\LQJQRWHV

Financial statements — Retail Stores Operations Department of Communities | 2008–09 Annual Report 217

Part 3b_Financials.indd 217 12/11/2009 10:33:43 AM Department of Communities – Retail Stores Operations Balance Sheet as at 30 June 2009 Notes 2009 2008 $'000 $'000

Assets

Current Assets &DVKDQGFDVKHTXLYDOHQWV    5HFHLYDEOHV    ,QYHQWRULHV    3UHSD\PHQWV   7,858 6,557

Non-Current Assets 3URSHUW\SODQWDQGHTXLSPHQW    14,125 14,398

Total Assets 21,983 20,955

Liabilities

Current Liabilities 3D\DEOHV    $FFUXHGHPSOR\HHEHQHILWV    1,716 1,866

Total Liabilities 1,716 1,866

Net Assets 20,267 19,089

Equity $VVHWUHYDOXDWLRQUHVHUYH   $FFXPXODWHGVXUSOXVHV   &RQWULEXWHGHTXLW\  

Total Equity 20,267 19,089

7KLV%DODQFH6KHHWVKRXOGEHUHDGLQFRQMXQFWLRQZLWKWKHDFFRPSDQ\LQJQRWHV

218 Department of Communities | 2008–09 Annual Report Financial statements — Retail Stores Operations

Part 3b_Financials.indd 218 12/11/2009 10:33:43 AM -

19,089 590 422 16,600 1,012 58 1,419 1,477 590 20,267 19,089 1,178 - 56 1,122 56 - - reserve Asset revaluation 9,367 590 8,777 590 - - - - 590 9,423 9,367 56 - 56 - 56 - - surpluses Accumulated 870 422 422 - - - - - 1,292 2,414 1,292 - 1,122 - 1,122 ------2009 2008 2009 2008 2009 2008 2009 2008 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 8,430 8,430 8,430 6,953 - - 1,477 - 58 1,419 Contributed equity Total - y - Net increase in asset revaluation reserve - - Net leave liabilities transferred from (to) other departments - Balance 1 July Total other non-owner changes in equity - Other non-owner changes in equity: Operating surplus - Balance 30 June Total transactions with owners as Total recognised income and expense for the year Transactions with owners as owners: This Statement of Changes in Equity should be read conjunction with the accompanying notes. - Non appropriated equity injection for the non-current portion of annual leave entitlement Department of Communities – Retail Stores Operations Statement of Changes in Equit for the year ended 30 June 2009 T

Financial statements — Retail Stores Operations Department of Communities | 2008–09 Annual Report 219

Part 3b_Financials.indd 219 12/11/2009 10:33:44 AM Department of Communities – Retail Stores Operations Cash Flow Statement for the year ended 30 June 2009 Notes 2009 2008 $'000 $'000

Cash flows from operating activities Inflows: 6DOHRIJRRGV   *67FROOHFWHGIURPFXVWRPHUV   *67LQSXWWD[FUHGLWVUHFHLYHGIURPWKH$72   ,QWHUHVWUHFHLSWV   2WKHU  

Outflows: (PSOR\HHH[SHQVHV   &RVWRIJRRGVVROG   6XSSOLHVDQGVHUYLFHV   *UDQWVDQGVXEVLGLHV   *67SDLGWRVXSSOLHUV   *67UHPLWWHGWR$72   2WKHU  

Net cash provided by operating activities  1,557 449

Cash flows from investing activities Inflows: 6DOHVRISURSHUW\SODQWDQGHTXLSPHQW  

Outflows: 1HWSD\PHQWVIRUSURSHUW\SODQWDQGHTXLSPHQW  

Net cash used in investing activities (473) (687)

Net increase in cash held 1,084 (238)

Cash at beginning of the financial year 4,026 4,264

Cash at end of the reporting period  5,110 4,026

7KLV&DVK)ORZ6WDWHPHQWVKRXOGEHUHDGLQFRQMXQFWLRQZLWKWKHDFFRPSDQ\LQJQRWHV

220 Department of Communities | 2008–09 Annual Report Financial statements — Retail Stores Operations

Part 3b_Financials.indd 220 12/11/2009 10:33:44 AM Department of Communities — Retail Stores Operations Notes to and forming part of the fi nancial statements for the year ended 30 June 2009 1 Summary of signifi cant accounting policies (a) Basis of accounting These fi nancial statements have been prepared in accordance with Australian Accounting Standards. In addition, the fi nancial statements comply with the Treasurer’s Minimum Reporting Requirements for the year ending 30 June 2009, and other authoritative pronouncements. These fi nancial statements constitute a general purpose fi nancial report prepared on a voluntary basis to meet possible information needs of the public, in particular the members of the communities reliant on their services. These fi nancial statements have been prepared on a historical cost basis, except for the revaluation of certain non-current assets. (b) The reporting entity The fi nancial statements include all income, expenses, assets and liabilities of Retail Stores only, as it is not either a legal or reporting entity and does not control any other entities. (c) Sales Rendering of services Revenue from rendering services is recognised when the stage of completion of the transaction at the reporting date can be measured reliably and the cost of rendering those services can be measured reliably. Sale of goods Revenue is recognised from the sale of goods when the signifi cant risks and rewards of ownership control transfer to the purchaser and can be measured reliably. (d) Cash and cash equivalents For the purposes of the Balance Sheet and the Cash Flow Statement, cash and cash equivalents include all cash and cheques receipted but not banked at reporting date as well as deposits at call with fi nancial institutions and cash on hand. (e) Receivables Trade debtors are recognised at the nominal amounts due at the time of sale or service delivery. Settlement on these amounts is required within 30 days from invoice date. The collectability of receivables is assessed periodically with provision being made for impairment. Impairment of receivables is not recognised until objective evidence is available that a loss event has occurred. Signifi cant receivables are individually assessed for impairment. Impairment testing in relation to non-signifi cant receivables is performed by placing them in portfolios of similar risk profi les, based on objective evidence from historical experience adjusted for any effects of conditions existing at each balance sheet date. All known bad debts were written-off as at the end of the reporting period. Other debtors generally arise from transactions outside the usual operating activities of Retail Stores and are recognised at their assessed values. Terms are a maximum of three months, no interest is charged and no security is obtained.

Financial statements — Retail Stores Operations Department of Communities | 2008–09 Annual Report 221

Part 3b_Financials.indd 221 12/11/2009 10:33:44 AM Department of Communities — Retail Stores Operations Notes to and forming part of the fi nancial statements for the year ended 30 June 2009 1 Summary of signifi cant accounting policies (continued) (f) Inventories held for resale Inventories held for sale are valued at the lower of cost and net realisable value. Cost is assigned on a weighted average basis and includes expenditure incurred in acquiring the inventories and bringing them to their existing condition, except for training costs which are expensed as incurred. Net realisable value is determined on the basis of the department’s normal selling pattern. Any costs associated with marketing, selling and distribution are deducted to determine net realisable value. (g) Acquisitions of assets Actual cost is used for the initial recording of all non-current physical and intangible asset acquisitions. Cost is determined as the value given as consideration plus costs incidental to the acquisition, including all other costs incurred in getting the assets ready for use, including architects’ fees and engineering design fees. However, any training costs are expensed as incurred. Where assets are received free of charge from another Queensland Government department (whether as a result of machinery-of-Government or other involuntary transfer), the acquisition cost is recognised as the gross carrying amount in the books of the transferor immediately prior to the transfer together with any accumulated depreciation. Assets acquired at no cost or for nominal consideration, other than from an involuntary transfer from another Queensland Government department, are recognised at their fair value at date of acquisition in accordance with AASB 116 Property, Plant and Equipment. (h) Property, plant and equipment Items of property, plant and equipment with a cost or other value equal to or in excess of the following thresholds are recognised in the fi nancial report from the year of acquisition:

Class Recognition threshold ($) Land $1 Buildings and land improvements $10,000 Plant and equipment $5,000

Items with a lesser value are expensed in the year of acquisition. (i) Depreciation of property, plant and equipment Land is not depreciated as it has an unlimited useful life. Property, plant and equipment is depreciated on a straight-line basis so as to allocate the net cost or revalued amount of each asset, less its estimated residual value, systematically over its estimated useful life to Retail Stores. Assets under construction (capital work-in-progress) are not depreciated until they are held ready for use and commissioned.

222 Department of Communities | 2008–09 Annual Report Financial statements — Retail Stores Operations

Part 3b_Financials.indd 222 12/11/2009 10:33:44 AM Department of Communities — Retail Stores Operations Notes to and forming part of the fi nancial statements for the year ended 30 June 2009 1 Summary of signifi cant accounting policies (continued) (i) Depreciation of property, plant and equipment (continued) Where assets have separately identifi able components that are subject to regular replacement, these components are assigned useful lives distinct from the asset to which they relate and are depreciated accordingly. Any expenditure that increases the originally assessed capacity or service potential of an asset is capitalised and the new depreciable amount is depreciated over the remaining estimated useful life of the asset to Retail Stores. The depreciable amount of improvements to or on leasehold land is allocated systematically over the estimated useful lives of the improvements or the unexpired period of the leases, whichever is the shorter. The unexpired period of leases includes any option period where exercise of the option is probable. All intangible assets of Retail Stores have fi nite useful lives and are amortised on a straight line basis over their estimated useful lives to Retail Stores. For each class of depreciable asset, the following depreciation and amortisation rates are used:

Property, plant and equipment Rate % - Buildings 1.5 – 3.4 - General plant and equipment 13 - 20 - Furniture and fi ttings 7 - 17 - Information technology equipment 16.7 - 33

(j) Revaluations of non-current physical assets Land and buildings are measured at fair value in accordance with AASB 116 Property, Plant and Equipment and Queensland Treasury’s Non-Current Asset Accounting Policies for the Queensland Public Sector. Plant and equipment are also measured at cost. The carrying amounts for plant and equipment at cost should not materially differ from their fair value. The fair value of land and buildings are comprehensively revalued at least once every fi ve years with interim valuations, using appropriate indices, being otherwise performed on an annual basis where there has been a material variation in the index A comprehensive independent revaluation was last performed as at 30 June 2007 by the Department of Natural Resources and Water using ‘fair value’ principles as follows: • The valuation of land was based on current market values • The valuation of buildings was based on the current depreciated replacement cost, unless a market price in an active and liquid market existed, where the ‘fair value’ of the asset was determined by its market-buying prices. For interim valuations of land, State Valuation Services indices derived from the change in the unimproved land values issued by the Chief Executive, Department of Natural Resources and Water for each local government area were applied. For interim valuations of buildings an appropriate index was applied in 2008-09.

Financial statements — Retail Stores Operations Department of Communities | 2008–09 Annual Report 223

Part 3b_Financials.indd 223 12/11/2009 10:33:44 AM Department of Communities — Retail Stores Operations Notes to and forming part of the fi nancial statements for the year ended 30 June 2009 1 Summary of signifi cant accounting policies (continued) (j) Revaluations of non-current physical assets (continued) Only those assets, the total values of which are material compared to the value of the class of assets to which they belong, are comprehensively revalued. Any revaluation increment arising on the revaluation of an asset is credited to the asset revaluation reserve of the appropriate class, except to the extent it reverses a revaluation decrement for the class previously recognised as an expense. A decrease in the carrying amount on revaluation is charged as an expense, to the extent it exceeds the balance, if any, in the revaluation reserve relating to that class. On revaluation, accumulated depreciation is restated proportionately with the change in the carrying amount of the asset and any change in the estimate of remaining useful life. Separately identifi ed components of assets are measured on the same basis as the assets to which they relate. (k) Impairment of non-current assets All non-current physical assets are assessed for indicators of impairment on an annual basis. If an indicator of possible impairment exists, Retail Stores determines the asset’s recoverable amount. Any amount by which the asset’s carrying amount exceeds the recoverable amount is recorded as an impairment loss. The asset’s recoverable amount is determined as the higher of the asset’s fair value less costs to sell and depreciated replacement cost. An impairment loss is recognised immediately in the Income Statement, unless the asset is carried at a revalued amount. When the asset is measured at a revalued amount, the impairment loss is offset against the asset revaluation reserve of the relevant class to the extent available. Where an impairment loss subsequently reverses, the carrying amount of the asset is increased to the revised estimate of its recoverable amount, but so that the increased carrying amount does not exceed the carrying amount that would have been determined had no impairment loss been recognised for the asset in prior years. A reversal of an impairment loss is recognised as income, unless the asset is carried at a revalued amount, in which case the reversal of the impairment loss is treated as a revaluation increase. Refer to note 1(j). (l) Leases A distinction is made between fi nance leases that effectively transfer from the lessor to the lessee substantially all the risks and benefi ts incidental to ownership, and operating leases, under which the lessor retains substantially all risks and benefi ts. Retail Stores’ leases are classifi ed as operating leases. Operating lease payments are representative of the pattern of benefi ts derived from the leased assets and are expensed in the periods in which they are incurred. (m) Payables Trade creditors are recognised upon receipt of the goods or services ordered and are measured at the agreed purchase/contract price. Amounts owing are unsecured and are generally settled on 30 day terms.

224 Department of Communities | 2008–09 Annual Report Financial statements — Retail Stores Operations

Part 3b_Financials.indd 224 12/11/2009 10:33:44 AM Department of Communities — Retail Stores Operations Notes to and forming part of the fi nancial statements for the year ended 30 June 2009 1 Summary of signifi cant accounting policies (continued) (n) Employee benefi ts (i.) Wages, salaries and sick leave Wages and salaries due but unpaid at reporting date are recognised in the Balance Sheet at the remuneration rates expected to apply at the time of settlement. Payroll tax and workers’ compensation insurance are a consequence of employing employees, but are not counted in an employee’s total remuneration package. They are not employee benefi ts and are recognised separately as employee related expenses. Employer superannuation contributions, annual leave levies and long service leave levies are regarded as employee benefi ts. For unpaid entitlements expected to be paid within 12 months, the liabilities are recognised at their undiscounted values. For those entitlements not expected to be paid within 12 months, entitlements are recognised at their present value, calculated using yields on Fixed Rate Commonwealth Government bonds of similar maturity, after projecting the remuneration rates expected to apply at the time of likely settlement. Prior history indicates that on average, sick leave taken each reporting period is less than the entitlement accrued. This is expected to continue in future periods. Accordingly, it is unlikely that existing accumulated entitlements will be used by employees and no liability for unused sick leave entitlements is recognised. As sick leave is non-vesting, an expense is recognised for this leave as it is taken. (ii.) Annual leave The Queensland Government’s Annual Leave Central Scheme (ALCS) became operational on 30 June 2008 for departments. Under this scheme, a levy is made on Retail Stores to cover the cost of employees’ annual leave (including leave loading and on-costs). The levies are expensed in the period in which they are payable. Amounts paid to employees for annual leave are claimed from the scheme quarterly in arrears. Effective from 30 June 2008, no provision for annual leave has been recognised in Retail Stores’ fi nancial statements, the liability being held on a whole-of-Government basis and reported in those fi nancial statements pursuant to AASB 1049 Whole of Government and General Government Sector Financial Reporting. On 30 June 2008, the current portion of employees’ annual leave liabilities was extinguished by recognising a short-term payable to the Crown. The non-current portion of employees’ annual leave liabilities was also extinguished on that date by the Crown making a non-appropriated equity injection to Retail Stores (refer to the Statement of Changes in Equity). (iii.) Long service leave Under the Queensland Government’s long service leave scheme, a levy is made on Retail Stores to cover the cost of employees’ long service leave. The levies are expensed in the period in which they are payable. Amounts paid to employees for long service leave are claimed from the scheme quarterly in arrears. No provision for long service leave is recognised in Retail Stores’ fi nancial statements, the liability being held on a whole-of-Government basis and reported in those fi nancial statements pursuant to AASB 1049 Whole of Government and General Government Sector Financial Reporting.

Financial statements — Retail Stores Operations Department of Communities | 2008–09 Annual Report 225

Part 3b_Financials.indd 225 12/11/2009 10:33:44 AM Department of Communities — Retail Stores Operations Notes to and forming part of the fi nancial statements for the year ended 30 June 2009 1 Summary of signifi cant accounting policies (continued) (n) Employee benefi ts (continued) (iv.) Superannuation Employer superannuation contributions are paid to QSuper, the superannuation plan for Queensland Government employees, at rates determined by the Treasurer on the advice of the State Actuary. Contributions are expensed in the period in which they are paid or payable. Retail Stores’ obligation is limited to its contribution to QSuper. Therefore, no liability is recognised for accruing superannuation benefi ts in Retail Stores’ fi nancial statements, the liability being held on a whole-of-Government basis and reported in those fi nancial statements pursuant to AASB1049 Whole of Government and General Government Sector Financial Reporting. (o) Financial instruments Recognition Financial assets and fi nancial liabilities are recognised in the Balance Sheet when Retail Stores becomes party to the contractual provisions of the fi nancial instrument. Classifi cation Financial instruments are classifi ed and measured as follows: • Cash and cash equivalents – held at fair value through profi t and loss (refer to note 8); • Receivables – held at amortised cost less impairment (refer to note 9); • Payables – held at amortised cost (refer to note 12); and • Accrued employee benefi ts – held at cost (refer to note 13). Retail Stores does not enter into transactions for speculative purposes, nor for hedging. Apart from cash and cash equivalents, Retail Stores holds no fi nancial assets classifi ed at fair value through profi t and loss. Financial instrument disclosures are included in note 16. (p) Contributed equity Non-reciprocal transfers of assets and liabilities between wholly-owned Queensland State Public Sector entities, including as a result of machinery-of-Government changes, are adjusted to ‘Contributed Equity’ in accordance with Interpretation 1038 Contributions by Owners Made to Wholly Owned Public Sector Entities. Appropriations for equity adjustments are similarly designated. (q) Taxation Retail Stores is recognised as part of a State body as defi ned under the Income Tax Assessment Act 1936 and is exempt from Commonwealth taxation with the exception of Fringe Benefi ts Tax and Goods and Services Tax (GST). As such, GST credits receivable from/payable to the Australian Taxation Offi ce are recognised and accrued.

226 Department of Communities | 2008–09 Annual Report Financial statements — Retail Stores Operations

Part 3b_Financials.indd 226 12/11/2009 10:33:44 AM Department of Communities — Retail Stores Operations Notes to and forming part of the fi nancial statements for the year ended 30 June 2009 1 Summary of signifi cant accounting policies (continued) (r) Insurance Retail Stores’ non-current physical assets and other risks are insured through the Queensland Government Insurance Fund (QGIF), with premiums being paid on a risk assessment basis. In addition, Retail Stores pays premiums to WorkCover Queensland in respect to its obligations for workers’ compensation. (s) Issuance of fi nancial statements These fi nancial statements are authorised for issue by the Director-General and Chief Finance Offi cer of the Department of Communities as at the date of signing the Management Certifi cate. (t) Rounding and comparatives Amounts included in the fi nancial report are in Australian dollars and have been rounded to the nearest $1,000 or, where that amount is $500 or less, to zero unless disclosure of the full amount is specifi cally required. Sub-totals and totals may not add due to rounding, but the overall discrepancy is negligible. Comparative information has been restated where necessary to be consistent with disclosures in the current reporting period. (u) New and revised accounting standards Retail Stores did not voluntarily change any of its accounting policies during the reporting period. Disclosure is required when initial application of an Australian Accounting Standard has an effect on the current period or any prior period, would have such an effect, except that it is impractical to determine the amount of the adjustment, or might have an effect on future periods. A review has been undertaken of new or amended Australian Accounting Standards, and it is considered the fi nancial statements adequately refl ect the matters required to be disclosed, given Retail Stores present operating circumstances. In the current year, Retail Stores has adopted all of the new and revised Standards and Interpretations that are relevant to its operations and effective for the reporting period. The adoption of these new and revised Standards and Interpretations has not resulted in any changes to Retail Stores’ accounting policies. At the date of authorisation of the fi nancial statements a number of new or amended Australian accounting standards and interpretations with future commencement dates are applicable to Retail Stores. Details of material impacts are as follows: AASB 101 Presentation of Financial Statements has been revised, but such revisions will not impact on the Retail Stores until 2009-10. This revised standard does not have measurement or recognition implications. Instead, there will be signifi cant changes to the presentation of Retail Stores overall fi nancial performance and position, particularly the content of the Statement of Changes in Equity, and preparation of a new Statement of Comprehensive Income, which will include certain items currently disclosed in the Statement of Changes in Equity, in line with the defi nition of ‘comprehensive income’ in the revised AASB 101. Retail Stores is not permitted to early adopt a new accounting standard ahead of the specifi ed commencement date unless approval is obtained from Queensland Treasury. Consequently, Retail Stores has not applied any Australian Accounting Standards and Interpretations that have been issued but are not yet effective. Financial statements — Retail Stores Operations Department of Communities | 2008–09 Annual Report 227

Part 3b_Financials.indd 227 12/11/2009 10:33:44 AM Department of Communities – Retail Stores Operations Notes to and forming part of the financial statements for the year ended 30 June 2009 2009 2008 $'000 $'000

2. Sale of Goods 'RRPDGJHH   .RZDQ\DPD   /RFNKDUW5LYHU   3DOP,VODQG   3RUPSXUDDZ   :RRUDELQGD   Total 27,537 23,550

3. Other revenue ,QWHUHVW   0DQDJHPHQWIHHV   2WKHU   Total 709 252

4. Employee expenses

Employee benefits :DJHVDQGVDODULHV   (PSOR\HUVXSHUDQQXDWLRQFRQWULEXWLRQV   /RQJVHUYLFHOHDYHOHY\   2WKHUHPSOR\HHEHQHILWV  

Employee-related expenses :RUNHUV¶FRPSHQVDWLRQSUHPLXP   3D\UROOWD[   2WKHUHPSOR\HHUHODWHGH[SHQVHV  Total 4,042 3,384

Number of employees 2009 2008 7KHQXPEHURIHPSOR\HHVLQFOXGLQJERWKIXOOWLPHHPSOR\HHV   SDUWWLPHHPSOR\HHVDQGFDVXDOHPSOR\HHVPHDVXUHGRQD IXOOWLPHHTXLYDOHQWVEDVLV

5. Cost of goods sold 'RRPDGJHH   .RZDQ\DPD   /RFNKDUW5LYHU   3DOP,VODQG   3RUPSXUDDZ   :RRUDELQGD   6XSSOLHUVUHEDWH   Total 20,115 17,107

228 Department of Communities | 2008–09 Annual Report Financial statements — Retail Stores Operations

Part 3b_Financials.indd 228 12/11/2009 10:33:44 AM Department of Communities – Retail Stores Operations Notes to and forming part of the financial statements for the year ended 30 June 2009 2009 2008 $'000 $'000

6. Supplies and services (OHFWULFLW\   5HSDLUVDQGPDLQWHQDQFH   2SHUDWLQJOHDVHUHQWDOV   7UDYHOH[SHQVHV VWDIIDQGFOLHQWV   7HOHFRPPXQLFDWLRQV   0LQRUSODQWDQGHTXLSPHQW   &RPSXWHU   3URIHVVLRQDODQGWHFKQLFDOIHHV   %XLOGLQJVHUYLFHV   0RWRUYHKLFOH   3ULQWLQJDQGSXEOLFDWLRQV   $GPLQLVWUDWLRQFRVWV   Total 1,962 1,958

7. Other expenses ([WHUQDODXGLWIHHV   ,QVXUDQFH   'RQDWLRQVDQGJLIWV   1HWORVVRQGLVSRVDORISURSHUW\SODQWDQGHTXLSPHQW   2WKHU  Total 219 135 * 7RWDOH[WHUQDODXGLWIHHVUHODWLQJWRDUHHVWLPDWHGWREH  

8. Cash assets &DVKRQKDQG   &DVKDWEDQN   Total 5,110 4,026  &DVKGHSRVLWHGZLWKWKH4XHHQVODQG7UHDVXU\&RUSRUDWLRQHDUQHGLQWHUHVWDWUDWHVEHWZHHQ DQG WR

9. Receivables 7UDGHGHEWRUV   2WKHU   7UDGHDQG2WKHU'HEWRUV 360 645 /HVV$OORZDQFHIRULPSDLUPHQW UHIHUWRQRWH   316 607

*67LQSXWWD[FUHGLWVUHFHLYDEOH   /HVV*67SD\DEOH   1HW*67UHFHLYDEOH 49 48

,QWHUHVWUHFHLYDEOH 26 56 $QQXDOOHDYHSDLG 90 - /RQJVHUYLFHOHDYHSDLG 36 1

Total receivables 517 712

10. Inventories *RRGVKHOGIRUVDOH   /HVV3URYLVLRQIRUVWRFNREVROHVFHQFH   Total 2,139 1,807

Financial statements — Retail Stores Operations Department of Communities | 2008–09 Annual Report 229

Part 3b_Financials.indd 229 12/11/2009 10:33:44 AM Department of Communities – Retail Stores Operations Notes to and forming part of the financial statements for the year ended 30 June 2009 2009 2008 $'000 $'000

11. Property, plant and equipment

Buildings $WYDOXDWLRQ 13,028 13,428

Plant and equipment $WFRVW   /HVVDFFXPXODWHGGHSUHFLDWLRQ   /HVVLPSDUPHQWORVVHV 926 828

Capital works in progress $WFRVW 171 142

Total 14,125 14,398

5HWDLO6WRUHVKDVSURSHUW\SODQWDQGHTXLSPHQWZLWKDQRULJLQDOFRVWRI  DQGDZULWWHQGRZQYDOXHRI]HURVWLOOEHLQJXVHGLQWKHSURYLVLRQRIVHUYLFHV5HWDLO6WRUHVLQWHQGV WRUHWLUHWKHVHDVVHWVRYHUWKHQH[WWKUHH\HDUV

230 Department of Communities | 2008–09 Annual Report Financial statements — Retail Stores Operations

Part 3b_Financials.indd 230 12/11/2009 10:33:45 AM

Equipment 14,398 12,429 687 590 (11) - (716) Total Property, Plant and 14,125 14,398 483 - - Progress Capital Works in 142 77 586 (521) (7) 171 142 146 - (25) - (780) 828 963 78 (110) (4) (209) 926 828 330 - - - 1,419 23 - - 56 (25) (230) - - (7) Buildings Plant and Equipment 13,028 2009 2008 2009 2008 2009 2008 2009 2008 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 13,428 11,389 23 521 590 (507) Department of Communities – Retail Stores Operations Notes to and forming part of the financial statements for the year ended 30 June 2009 11. Property Plant and Equipment … continued Carrying amount at 1 July 13,428 Acquisitions 7 Acquisitions through restructuringTransfers between classes - 1,419 87 Disposals through restructuringAssets reclassified as held for saleRevaluation increments - - 56 ------Disposals - (7) Impairment losses recognised in equity - - - - - DepreciationCarrying amount at 30 June (550) Work in Progress transferred to Capital Works

Financial statements — Retail Stores Operations Department of Communities | 2008–09 Annual Report 231

Part 3b_Financials.indd 231 12/11/2009 10:33:45 AM Department of Communities – Retail Stores Operations Notes to and forming part of the financial statements for the year ended 30 June 2009 2009 2008 $'000 $'000

12. Payables 7UDGHFUHGLWRUV   2WKHU   Total 1,699 1,716

13. Accrued employee benefits 6DODULHVDQGZDJHV   /RQJVHUYLFHOHDYHOHY\SD\DEOH   $QQXDOOHDYHOHY\SD\DEOH   Total 17 150

14. Reconciliation of operating surplus to net cash provided by operating activities 2SHUDWLQJVXUSOXV  

Non-cash items: 'HSUHFLDWLRQDQGDPRUWLVDWLRQH[SHQVH   /RVVRQDVVHWGLVSRVDO   *DLQRQDVVHWGLVSRVDO   ,PSDLUPHQWORVVHV  

Change in assets and liabilities ,QFUHDVHLQUHFHLYDEOHV   ,QFUHDVHLQLQYHQWRULHV   ,QFUHDVHLQSUHSD\PHQWV   ,QFUHDVHLQSD\DEOHV   ,QFUHDVHLQDFFUXHGHPSOR\HHEHQHILWV   1HWFDVKSURYLGHGE\ XVHGLQ RSHUDWLRQV 1,557 449

15. Commitments for expenditure 0DWHULDOFDSLWDOH[SHQGLWXUHFRPPLWPHQWV LQFOXVLYHRI*67 FRQWUDFWHGIRUEXWQRWUHFRJQLVHGDV SD\DEOHDW-XQH /RFNKDUW5LYHU 3DOP,VODQG

%XLOGLQJV   3ODQWDQG(TXLSPHQW  Total 5,647 1,370

6RPHIXQGLQJWRPHHWWKHVHFRPPLWPHQWVZLOOEHVRXUFHGIURPWKH'HSDUWPHQWRI&RPPXQLWLHV 7KHUHLVQRIRUPDOUHSD\PHQWDJUHHPHQWLQSODFHZLWKWKHSDUHQWHQWLW\ZLWKUHSD\PHQWVWREHPDGH IURPIXWXUHSURILWV7KHUHIRUHWKHVHFRPPLWPHQWVDUHQRWDEOHWREHFODVVLILHGLQDFFRUGDQFHZLWKWKHLU H[SHFWHGPDWXULW\7KHUHZHUHQRPDWHULDOH[SHQGLWXUHFRPPLWPHQWVUHFRJQLVHGLQWKHSUHYLRXV\HDU

232 Department of Communities | 2008–09 Annual Report Financial statements — Retail Stores Operations

Part 3b_Financials.indd 232 12/11/2009 10:33:45 AM Department of Communities – Retail Stores Operations Notes to and forming part of the financial statements for the year ended 30 June 2009

16. Financial instruments

(a) Categorisation of financial instruments

Retail Stores has the following categories of financial assets and financial liabilities:

Category 2009 2008 $'000 $'000 Financial assets Cash 5,110 4,026 Receivables 517 712 Total 5,627 4,738

Financial liabilities Financial liabilities measured at cost - Payables 1,699 1,716 - Accrued Employee Benefits 17 150 Total 1,716 1,866

Retail Stores does not enter into financial instruments for speculative purposes.

(b) Financial risk management

Retail Stores activities expose it to a variety of financial risks - interest rate risk, credit risk, liquidity risk and market risk.

Retail Stores measures risk exposure using a variety of methods as follows:

• Credit risk - ageing analysis, earnings at risk • Liquidity risk - sensitivity analysis • Market risk - interest rate sensitivity analysis

(c) Credit risk exposure

Credit risk exposure refers to the situation where the Retail Stores may incur financial loss as a result of another party to a financial instrument failing to discharge their obligation.

The maximum exposure to credit risk at balance date in relation to each class of recognised financial assets is the gross carrying amount of those assets inclusive of any provisions for impairment.

No collateral is held as security and no credit enhancements relate to financial assets held by Retail Stores. No financial assets and financial liabilities have been offset and presented net in the Balance Sheet.

Financial statements — Retail Stores Operations Department of Communities | 2008–09 Annual Report 233

Part 3b_Financials.indd 233 12/11/2009 10:33:45 AM Department of Communities – Retail Stores Operations Notes to and forming part of the financial statements for the year ended 30 June 2009

Retail Stores manages credit risk through the use of a credit management strategy. This strategy aims to reduce the exposure to credit default by ensuring that Retail Stores invests in secure assets and monitors all funds owed on a timely basis. Exposure to credit risk is monitored on an ongoing basis.

The method for calculating any provisional impairment for risk is based on past experience, current and expected changes in economic conditions and changes in client credit ratings. The recognised impairment loss is shown in the Income Statement.

No financial assets have had their terms renegotiated so as to prevent them from being past due or impaired, and are stated at the carrying amounts as indicated. Ageing of past due but not impaired financial assets is disclosed below:

2009 2008 Receivables $'000 $'000 Less than 30 days 49 62 31 to 60 days 19 27 Over 60 days 4 24 Total overdue but not impaired 72 113

Ageing of impaired receivables are disclosed below: Current 31 to 60 days 12 - Over 60 days 32 38 Total overdue and impaired 44 38

(d) Market risk

Retail Stores does not trade in foreign currency and is not materially exposed to commodity price changes. Retail Stores does not undertake any hedging in relation to interest risk and manages its risk as per the liquidity risk management strategy.

Retail Stores market risk relating to financial instruments is to cash deposited in interest bearing accounts.

234 Department of Communities | 2008–09 Annual Report Financial statements — Retail Stores Operations

Part 3b_Financials.indd 234 12/11/2009 10:33:45 AM Department of Communities – Retail Stores Operations Notes to and forming part of the financial statements for the year ended 30 June 2009

Interest rate sensitivity analysis

The following table summarises the sensitivity of Retail Stores financial assets and liabilities which are subject to interest rate risk, showing the effects of a plus or minus movement of 2% (2008: 1%) on profit and equity:

2009 Interest rate risk + 2% -2 % Carrying Amount Profit Equity Profit Equity $'000 $'000 $'000 $'000 $'000 Financial Assets Cash 4,611 92 92 (92) (92) Overall effect on profit and equity 92 92 (92) (92)

2008 Interest rate risk + 1 % -1 % Carrying Amount Profit Equity Profit Equity $'000 $'000 $'000 $'000 $'000 Financial Assets Cash 3,566 36 36 (36) (36) Overall effect on profit and equity 36 36 (36) (36)

(e) Liquidity risk

Liquidity risk refers to the situation where Retail Stores may encounter difficulty in meeting obligations associated with financial liabilities. All payables per note 12 are due within one year. Retail Stores is exposed to liquidity risk in respect of its payables.

Retail Stores manages liquidity risk through the use of a liquidity management strategy. The strategy aims to reduce the exposure to liquidity risk by ensuring Retail Stores has sufficient funds available to meet employee and supplier obligations as they fall due. This is achieved by ensuring that minimum levels of cash are held within the various bank accounts so as to match the expected duration of the various employee and supplier liabilities.

The following table sets out the liquidity risk of financial liabilities held by Retail Stores. It represents the contractual maturity of financial liabilities, calculated based on cash flows relating to the repayment of the principal amount outstanding at balance date.

Financial statements — Retail Stores Operations Department of Communities | 2008–09 Annual Report 235

Part 3b_Financials.indd 235 12/11/2009 10:33:45 AM Department of Communities – Retail Stores Operations Notes to and forming part of the financial statements for the year ended 30 June 2009

2009 Payable in Total <1 year 1 - 5 years >5 years

$'000 $'000 $'000 $'000 Financial Liabilities Payables 1,699 - - 1,699 Total 1,699 - - 1,699

2008 Payable in Total <1 year 1 - 5 years >5 years

$'000 $'000 $'000 $'000 Financial Liabilities Payables 1,716 - - 1,716 Total 1,716 - - 1,716

There are no identifiable concentrations of liquidity risk associated with the above liabilities.

(f) Fair value

The fair value of financial assets and liabilities must be estimated for recognition and measurement and for note disclosure purposes.

The fair value of financial assets and liabilities is determined as the carrying amount of cash, cash equivalents, receivables and payables (all financial assets and financial liabilities). Financial assets and liabilities are not offset.

236 Department of Communities | 2008–09 Annual Report Financial statements — Retail Stores Operations

Part 3b_Financials.indd 236 12/11/2009 10:33:45 AM Department of Communities – Retail Stores Operations Notes to and forming part of the financial statements for the year ended 30 June 2009

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Financial statements — Retail Stores Operations Department of Communities | 2008–09 Annual Report 237

Part 3b_Financials.indd 237 12/11/2009 10:33:46 AM Certifi cate of the Department of Communities — Retail Stores Operations

These general purpose fi nancial statements have been prepared pursuant to Section 40(1) of the Financial Administration and Audit Act 1977 (the Act) and other prescribed requirements. In accordance with Section 40(1) of the Act we certify that in our opinion: a) the prescribed requirements for establishing and keeping the accounts have been compiled with in all material respects and b) the statements have been drawn up to present a true and fair view, in accordance with prescribed accounting standards, of the transactions of the Department of Communities – Retail Stores Operations for the fi nancial year ended 30 June 2009 and of the fi nancial position as at the end of that year.

Ian Fulton Linda A Apelt BCOM, CPA BEd, G.Dip.C, M.Ed.St Chief Finance Offi cer Director-General DEPARTMENT OF COMMUNITIES DEPARTMENT OF COMMUNITIES 27 August 2009 27 August 2009

238 Department of Communities | 2008–09 Annual Report Financial statements — Retail Stores Operations

Part 3b_Financials.indd 238 12/11/2009 10:33:46 AM INDEPENDENT AUDITOR’S REPORT

To the Accountable Offi cer of the Department of Communities

Report on the Financial Report I have audited the accompanying fi nancial report of the Department of Communities Retail Stores Operations, which comprises the balance sheet as at 30 June 2009, and the income statement, statement of changes in equity, cash fl ow statement, a summary of signifi cant accounting policies, other explanatory notes and the certifi cates given by the Director-General and the Chief Finance Offi cer.

The Accountable Offi cer’s Responsibility for the Financial Report The Accountable Offi cer is responsible for the preparation and fair presentation of the fi nancial report in accordance with prescribed accounting requirements identifi ed in the Financial Administration and Audit Act 1977 and the Financial Management Standard 1997, including compliance with applicable Australian Accounting Standards (including the Australian Accounting Interpretations). This responsibility includes establishing and maintaining internal controls relevant to the preparation and fair presentation of the fi nancial report that is free from material misstatement, whether due to fraud or error; selecting and applying appropriate accounting policies; and making accounting estimates that are reasonable in the circumstances.

Auditor’s Responsibility My responsibility to express an opinion on the fi nancial report based on the audit is prescribed in the Auditor-General Act 2009. This Act, including transitional provisions, came into operation on 1 July 2009 and replaces the previous requirements contained in the Financial Administration and Audit Act 1977. The audit was conducted in accordance with the Auditor-General of Queensland Auditing Standards, which incorporate the Australian Auditing Standards. These auditing standards require compliance with relevant ethical requirements relating to audit engagements and that the audit is planned and performed to obtain reasonable assurance whether the fi nancial report is free from material misstatement. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the fi nancial report. The procedures selected depend on the auditor’s judgement, including the assessment of risks of material misstatement in the fi nancial report, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity’s preparation and fair presentation of the fi nancial report in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control, other than in expressing an opinion on compliance with prescribed requirements. An audit also includes evaluating the appropriateness of accounting policies and the reasonableness of accounting estimates made by the Accountable Offi cer, as well as evaluating the overall presentation of the fi nancial report and any mandatory fi nancial reporting requirements as approved by the Treasurer for application in Queensland. I believe that the audit evidence obtained is suffi cient and appropriate to provide a basis for my audit opinion.

Financial statements — Retail Stores Operations Department of Communities | 2008–09 Annual Report 239

Part 3b_Financials.indd 239 12/11/2009 10:33:46 AM Independence The Auditor-General Act 2009 promotes the independence of the Auditor-General and QAO authorised auditors. The Auditor-General is the auditor of all Queensland public sector entities and can only be removed by Parliament. The Auditor-General may conduct an audit in any way considered appropriate and is not subject to direction by any person about the way in which audit powers are to be exercised. The Auditor-General has for the purposes of conducting an audit, access to all documents and property and can report to Parliament matters which in the Auditor-General’s opinion are signifi cant.

Auditor’s Opinion In accordance with s.40 of the Auditor-General Act 2009 – (a) I have received all the information and explanations which I have required; and (b) in my opinion – (i) the prescribed requirements in respect of the establishment and keeping of accounts have been complied with in all material respects; and (ii) the fi nancial report has been drawn up so as to present a true and fair view, in accordance with the prescribed accounting standards of the transactions of the Department of Communities Retail Stores Operations for the fi nancial year 1 July 2008 to 30 June 2009 and of the fi nancial position as at the end of that year.

Queensland Audit Offi ce Brisbane

240 Department of Communities | 2008–09 Annual Report Financial statements — Retail Stores Operations

Part 3b_Financials.indd 240 12/11/2009 10:33:46 AM Appendices

Contents Page Appendix 1 — Legislation administered by our department 242 – 247 Appendix 2 — Other entities and bodies 248 Appendix 3 — Statutory authorities 249 Appendix 4 — Business improvements with Shared Service Agency 250 Appendix 5 — Overseas travel 251 – 257 Appendix 6 — Consultancies 258 Glossary 259 – 262 Index 263 – 266 Contact details 267

Appendix 1 — Legislation administered by our department

The Department of Communities’ functions Carers (Recognition) Act 2008 and powers are derived from administering The objectives of this Act are to recognise the following Acts of Parliament as at 30 the valuable contribution by carers to the June 2009, in accordance with Administrative people they care for, recognise the benefi t, Arrangements Order (No. 1) 2009. Our including the social and economic benefi t, Director-General, on behalf of our Ministers, is provided by carers to the community, provide responsible for administering these Acts. The for the interests of carers to be considered in statutory objectives for each Act are outlined decisions about the provision of services that below. impact on the role of carers, and establish the Aboriginal and Torres Strait Islander Carers Advisory Council. Communities (Justice, Land and Other Childrens Court Act 1992 Matters) Act 1984 (ss 20(1)(f), 20(2)(a)(ii)) (except to the extent administered by the Attorney-General and Minister for Industrial for The objective of this Act is to establish the Relations); (sections 4, 8, 64-67, 70 and 71, Childrens Court of Queensland and for related jointly administered with the Attorney-General purposes. and Minister Industrial Relations) Child Protection Act 1999 The objective of this Act is to provide for law and order in, the establishment of community The objective of this Act is to provide for the justice groups for, and the regulation of protection of children. alcohol possession and consumption in, community areas, and entry on trust areas, Child Protection (International and for other purposes. Measures) Act 2003 The main objectives of this Act are to Aborigines and Torres Strait Islanders recognise the importance of international (Land Holding) Act 1985 cooperation for the protection of children, The objective of this Act is to provide for the the need to avoid confl ict between the legal grant of leases in perpetuity and other title in systems of different countries about the land to members of communities of Aborigines jurisdiction, applicable law, recognition and or Torres Strait Islanders and for related enforcement of measures for the protection of purposes. children, and that a child’s best interests are a primary consideration in relation to a measure Adoption of Children Act 1964 for protecting the person of the child or a measure for protecting the child’s property. The objective of this Act is to facilitate securing the best possible placements for Commission for Children and Young children who are available for adoption, People and Child Guardian Act 2000 having regard to the welfare and interests of the children, and to protect the rights and to The objective of this Act is, through the provide for servicing the needs of all parties to Commission for Children and Young People the adoption process. and Child Guardian, to promote and protect the rights, interests and wellbeing of children in Queensland.

242 Department of Communities | 2008–09 Annual Report Appendix 1 Community Services Act 2007 Family Services Act 1987 (Parts 1 to 9, 11 to 13 and Schedules 1 to 4 The objectives of this Act include the jointly administered with the Minister for promotion and support of the welfare Education and Training) of families as the basis of community wellbeing, establishment of services and The main objective of this Act is to help build the encouragement of the development of sustainable communities by facilitating access services that promote, support and protect by Queenslanders to community services. the wellbeing of families, encouragement of the development of coordinated social Disability Services Act 2006 welfare services and programs that promote The objectives of this Act are to acknowledge and strengthen local, neighbourhood and the rights of people with a disability including community interests, and promotion of the promotion of their inclusion in the life of the wellbeing of the community by assisting community generally; ensure that disability individuals and families to overcome social services funded by the department are safe, problems with which they are confronted. accountable and respond to the needs of people with a disability; and safeguard the Guide Dogs Act 1972 rights of adults with an intellectual or cognitive The objective of this Act is to make provision disability, including by regulating the use to allow people with a vision or hearing of restrictive practices by funded service impairment supported by a guide dog, and providers in relation to those adults — only dogs being trained to support people with a where it is necessary to protect a person from vision or hearing impairment, to be admitted harm, with the aim of reducing or eliminating to certain places and vehicles and for related the need for use of the restrictive practices. purposes. Following the commencement of the Guide, Hearing and Assistance Dogs Act Domestic and Family Violence 2009 on 1 July 2009, this Act will be repealed. Protection Act 1989 The main purpose of this Act is to provide Guide, Hearing and Assistance Dogs safety and protection for victims of domestic Act 2009 and family violence. Domestic and family This Act was assented to on 23 February violence can exist in a spousal relationship, 2009. The majority of the Act will commence an intimate personal relationship, a family on 1 July 2009, with certain offence provisions relationship, and an informal care relationship. to come into effect on 1 September 2009. The objectives of this Act are to assist people Family Responsibility Commission with a disability who rely on guide, hearing or Act 2008 assistance dogs to have independent access The main objectives of this Act, which are to the community, and ensure the quality achieved mainly through the establishment and accountability of guide, hearing and of the Family Responsibilities Commission, assistance dog training services. are to support the restoration of socially responsible standards of behaviour and local Health Services Act 1991 authority in welfare reform community areas, (jointly administered with the Minister for and help people in welfare reform community Health) areas to resume primary responsibility for the wellbeing of their community and the The objectives of this Act are to protect and individuals and families of the community. promote health, help prevent and control

Appendix 1 Department of Communities | 2008–09 Annual Report 243 illness and injury, and provide for the Legacy Trust Fund Act 2001 treatment of the sick. The objective of this Act is to provide for the Housing Act 2003 money standing to the credit of the Legacy Trust Fund and related accounts and funds of The main objectives of this Act are to improve the department. Following the commencement the access of Queenslanders to safe, secure, of the Guide, Hearing and Assistance Dogs appropriate and affordable housing, and help Act 2009 on 1 July 2009, this Act will be build sustainable communities. repealed.

Housing (Freeholding of Land) Act 1957 Major Sports Facilities Act 2001 The objective of this Act is to provide for the The objective of the Act is to provide for the freeholding of certain land in respect of which management, operation, use, development the Housing Act 2003 applies. and promotion of facilities in Queensland for staging national or international sports, Inala Shopping Centre Freeholding recreational or entertainment events, special Act 2006 events and for other purposes. The objective of this Act is to provide for the freeholding and divestment of perpetual Motor Racing Events Act 1990 leases under the Housing Act 2003 in the The objective of this Act is to provide for the Inala Shopping Centre. staging of declared motor racing events in Queensland, and to facilitate the construction Juvenile Justice Act 1992 of these events. The principal objectives of this Act are to: Mt. Gravatt Showgrounds • establish the basis for the administration of Act 1988 juvenile justice • establish a code for dealing with children The objective of this Act is to establish the who have, or are alleged to have, Mt Gravatt Showgrounds Trust and preserve committed offences the use of the Mt Gravatt Showgrounds for • provide for the jurisdiction and the purposes originally established by the proceedings of courts dealing with children charitable trust in 1937. • ensure that courts that deal with children Residential Services (Accommodation) who have committed offences, deal with them according to principles established Act 2002 under this Act The objective of this Act, which is achieved • recognise the importance of families of through the Residential Tenancies Authority, children and communities, in particular is to balance the rights and responsibilities of Aboriginal and Torres Strait Islander residents and service providers relating to the communities, in the provision of services provision of accommodation in the course of a designed to: residential service. − rehabilitate children who commit offences Residential Tenancies Act 1994 − reintegrate children who commit This Act, which is achieved through the offences into the community. Residential Tenancies Authority, is about residential tenancy agreements and related matters.

244 Department of Communities | 2008–09 Annual Report Appendix 1 Royal National Agricultural and 2009, with the remaining provisions to Industrial Association of Queensland come into effect on 1 July 2009 Act 1971 • the Families Responsibility Commission Act 2008, which came into effect on 1 July The objective of this Act is to provide for the 2008 incorporation of the Royal National Agricultural • the Financial Accountability Act 2009 and Industrial Association of Queensland and was assented to on 28 May 2009 and will for related purposes. commence on 1 July 2009. This new Act Sporting Bodies’ Property Holding made minor consequential amendments to the Major Sports Facilities Act 2001 and Act 1975 the Mt. Gravatt Showgrounds Act 1988 The objective of this Act is to provide for the • the Guide Dogs Act 1972 was repealed manner of holding real and personal property following the commencement of the Guide, by trustees on behalf of sporting clubs and Hearing and Assistance Dogs Act 2009 on state and district associations of sporting clubs 1 July 2009 and of the registration of title to such property • the Guide, Hearing and Assistance and for incidental matters. Dogs Act 2009 was assented to on 23 February 2009. The majority of the Act will Sports Anti-Doping Act 2003 commence on 1 July 2009, with certain The objectives of this Act are to protect offence provisions to come into effect on the health and safety of state athletes by 1 September 2009. The Guide, Hearing discouraging the use of drugs and doping and Assistance Dogs Act 2009 also methods, protect the state’s outstanding amended the Motor Racing Events Act sporting reputation, protect the state’s fi nancial 1990 investment in sport, and recognise community • the Legacy Trust Fund Act 2001 was expectations that athletes representing the repealed following the commencement of state or receiving state support compete fairly the Guide, Hearing and Assistance Dogs without the use of drugs or doping methods. Act 2009 on 1 July 2009 • the Liquor and Other Acts Amendment Act Young Offenders (Interstate Transfer) 2008 was assented to on 19 September Act 1987 2008, which amended the Liquor Act 1992. The objective of this Act is to facilitate the The majority of the Act commenced on transfer to, from and through Queensland the day of assent, while the remaining of young offenders who wish to be so provisions came into effect on 1 January transferred. 2009 • the Major Sports Facilities Amendment Changes in law Act 2008 amended the Major Sports Facilities Act 2001 in April 2009 to clarify The following changes in law have affected, or the ability of Stadiums Queensland will affect, the department: to develop major sports facilities and • the Aboriginal Land Act 1991 and the infrastructure associated with major sports Torres Strait Islander Land Act 1991 facilities, such as the Queensland Tennis amendments, which came into effect Centre on 1 July 2008 • the National Rental Affordability Scheme • the Carers (Recognition) Act 2008 was Act 2008 came into effect in November assented to on 11 December 2008. The 2008 to enact the National Rental majority of the Act commenced in May Affordability Scheme

Appendix 1 Department of Communities | 2008–09 Annual Report 245 • the Residential Tenancies and Rooming Child protection changes proposed Accommodation Act 2008 was passed Consultation on the Policy paper proposing in December 2008 and will come into amendments to the Child Protection effect on 1 July 2009. This Act will repeal Act 1999 was completed in July 2008. and replace the Residential Tenancies Consultation sessions were conducted in Act 1994 and the Residential Services each of the department’s zones with staff (Accommodation) Act 2002. and key government and non-government organisations. Fifty-fi ve written submissions Key achievements were received. The proposals include In 2008–09, we fulfi lled our statutory improvements for child protection practice, obligations by administering the legislation including promoting decision-making for we have responsibility for. Outlined below are children’s safety and wellbeing, stability for some key achievements during this period. children in care, and information-sharing between entities providing services or support Adoption laws reviewed to children and families. Our department prepared the Future Adoption Laws for Queensland: Policy Paper to support Disability services the announcement of the government’s On 1 July 2008, amendments to the Disability intentions for the reform of adoption law in Services Act 2006 commenced to increase July 2008. The review of adoption laws was protections for the rights of adults with an expanded to also include the laws around intellectual or cognitive disability. We have the release of information about adoptions. put strategies in place to build the capacity We undertook consultation on this issue from of disability service providers to meet the July to September 2008. The consultation new requirements of the legislation, including was informed by the Balancing Privacy and funding eight key disability service providers Access: Adoption Consultation Paper. The to establish systems, develop quality reporting review, which was introduced in Parliament tools and to raise the awareness and skills in the form of the Adoption Bill 2009, of staff, undertaking an education strategy represents the most comprehensive reform to increase community understanding, of Queensland’s adoption law in more than and publishing a comprehensive range of 40 years. resources on our website for disability service providers to use. Carers recognised To support the implementation of the Carers Assistance dogs recognised (Recognition) Act 2008, we supported the To support the implementation of the Guide, establishment of the Queensland Carers Hearing and Assistance Dogs Act 2009, we Charter which sets out the principles commenced a statewide public awareness underpinning the recognition and support of and community education campaign. The carers, supported the establishment of the campaign will encourage broad acceptance Carers Advisory Council, which will advance of the key messages of access and social the interests of carers, promote compliance by inclusion for people who rely on guide, hearing public authorities with the Carers’ Charter and and assistance dogs. The Guide, Hearing advise the Minister on carer-related matters, and Assistance Dogs Act 2009 also amended and established the Offi ce for Carers within the Motor Racing Events Act 1990 to provide the department to support the implementation that a person with a disability accompanied of the Act and provide secretariat support to by a guide, hearing or assistance dog is not the Carers Advisory Council.

246 Department of Communities | 2008–09 Annual Report Appendix 1 prevented from entering a declared area during the declared period under section 36 of the Motor Racing Events Act 1990. This amendment gives assistance dogs the same right to enter the declared area, as enjoyed by guide and hearing dogs under the old Act.

Juvenile justice laws reviewed The Juvenile Justice and Other Acts Amendment Bill 2009 was introduced into Parliament on 19 May 2009. The Bill delivers on the review of the Juvenile Justice Act 1992, which was commenced in mid-2007. The Bill has been designed to be implemented without additional resourcing and will contribute to a robust and fi scally responsible youth justice system, that is based on evidence and community feedback, will support victims of crime, meet community expectations of the justice system, and address the underlying causes of crime.

Appendix 1 Department of Communities | 2008–09 Annual Report 247 Appendix 2 — Other entities and bodies

Other entities: Other bodies:

The controlled entities of the department are Board of the Queensland Academy of Monte Carlo Caravan Park Trust, Monte Carlo Sport Caravan Park Pty Ltd, Lazy Acres Caravan Park, Woombye Gardens Caravan Park and The Board of the Queensland Academy of Gold Coast Events Co Pty Ltd. Each of the Sport is responsible for developing policy controlled entities prepares its own annual and overseeing the overall direction of the fi nancial statements that are audited by the Queensland Academy of Sport (QAS). Details Queensland Audit Offi ce. about this board are on page 118. The transactions of the board from 27 March 2009 Caravan parks to 30 June 2009 are included in the accounts The Monte Carlo Caravan Park Trust is a of the Department of Communities. Queensland Government housing initiative, originally instigated to offer secure tenancy for existing residents of the caravan park, as well as for independent caravan owners who were displaced from a neighbouring park due to redevelopment of its site. In June 2007, our department acquired 100 per cent ownership of the Lazy Acres and Woombye Gardens caravan parks. The fi nancial and operating polices of the caravan parks are determined by our department. The Public Trustee manages the caravan parks on behalf of the department. The parks provide affordable long-term housing to permanent park residents.

Gold Coast Events Co Pty Ltd The Gold Coast Events Co Pty Ltd (GCEC) is the vehicle for holding the government’s 50 per cent ownership of the Gold Coast Motor Events Company, which conducts the annual motor racing event on the Gold Coast. The GCEC also represents the state’s interests in the Dunlop Townsville 400 V8 Supercar event. Gold Coast Events Co Pty Ltd is wholly owned by the Queensland Government. It is subject to all the requirements of the Corporations Act 2001 and is annually audited by the Queensland Audit Offi ce.

248 Department of Communities | 2008–09 Annual Report Appendix 2 Appendix 3 — Statutory authorities

Island Industries Board seven people who are appointed by the Governor-in-Council. The Island Industries Board operates 16 retail stores in the Torres Strait under the The department provides Stadiums trading name of the Islander Board of Industry Queensland with an annual operating and Service. It was established under grant, a capital grant and a grant for the Aboriginal and Torres Strait Islander the reimbursement of land tax from its Communities (Justice, Land and Other Administered budget. The 2008–09 annual Matters) Act 1984. report of Stadiums Queensland will detail the performance and fi nancial statements of the The board presents an annual report to the body. The percentage of women on the board Minister for Local Government and Aboriginal of directors at Stadiums Queensland in and Torres Strait Islander Partnerships, 2008–09 was 28 per cent. therefore its activities are not included in the fi nancial statements of this annual report. In 2008–09, the percentage of females in this statutory authority was 12.5 per cent and males were 87.5 per cent.

Residential Tenancies Authority The Residential Tenancies Authority (RTA) is a statutory body under Section 5 of the Financial Administration and Audit Act 1977. The RTA was established pursuant to the Residential Tenancies Act 1994. The RTA falls within the portfolio of the Minister for Community Services and Housing and Minister for Women. The RTA prepares a separate annual report and is not accounted for in the fi nancial statements of this annual report. In 2008–09, the percentage of females in this statutory authority was 57 per cent and males were 43 per cent.

Stadiums Queensland Stadiums Queensland was created in December 2001 under the Major Sports Facilities Act 2001. Stadiums Queensland owns, operates, maintains and promotes the state’s major sport and entertainment facilities. In accordance with the Major Sports Facilities Act 2001, Stadiums Queensland operates under a commercial charter and is governed by a Board of Directors of not more than

Appendix 3 Department of Communities | 2008–09 Annual Report 249 Appendix 4 — Business improvements with Shared Service Agency

In 2008–09, the Shared Service Agency and representatives of our department worked together on business improvements, including: • implementing ways to use less resource intensive processes and practices through the transition to fee-for-service arrangements • developing whole-of-government forms and guidelines to achieve long-term effi ciencies and compliance control through standardisation • piloting a new and less expensive process to manage the payment of bulk accounts • identifying low-value payments that could be managed through more effi cient and cost-effective processes such as enhanced use of Corporate Cards • enhancing the components of the Employee Self Service that are attached to the SAP 4.6c Human Resource to allow for online processing of temporary extensions and secondments, thereby eliminating the need to process paper- based forms for these processes.

250 Department of Communities | 2008–09 Annual Report Appendix 4 Appendix 5 — Overseas travel

Name of Organisational Destination Reason for travel Agency Contribution offi cer and area cost from other position sources Disability, Home and Community Care, and Community Mental Health Services Jodie Cook, Specialist New Zealand To visit a number $2,898 Nil Project Response of forensic and Manager Service other purpose-built Implementation environments to discuss key features in design and the interaction of support models within these environments. Matthew Community Canada To attend and present $7,662 Nil Wilson, Senior and Specialist at the 13th Biennial Practitioner Services Conference — — Speech Development International Society Language Branch for Augmentative and Pathology Alternate Communication (ISAAC) 2008 in Montreal Canada. Marissa Community Canada To attend and present $7,864 Nil Carlyon, and Specialist at the 13th Biennial Senior Service Services Conference — Development Development International Society Offi cer Branch for Augmentative and Alternate Communication (ISAAC) 2008 in Montreal Canada. Nerida Maclean, Pine Rivers USA To attend Relationship $1,304 $5,484 Speech and Service Centre Development Intervention Staff member Language Program Consultant contribution Pathologist Advanced Certifi cation Training in Texas to complete certifi cation training. Ivana Gillies, Mt Gravatt USA To attend Relationship $1,304 $5,484 Speech and Service Centre Development Intervention Staff member Language Program Consultant contribution Pathologist Advanced Certifi cation Training in Texas to complete certifi cation training. continued on page 252

Appendix 5 Department of Communities | 2008–09 Annual Report 251 Name of Organisational Destination Reason for travel Agency Contribution offi cer and area cost from other position sources Disability, Home and Community Care, and Community Mental Health Services Kim Meyer, Centre of USA To attend Association $3,483 Nil Director — Excellence for Behaviour Analysis Research in conference in Phoenix, Behaviour Arizona. Support Robert Heron, Centre of United To provide a keynote $3,854 Nil Director Excellence Kingdom address to the British Learning and Institute of Learning Development Disability Annual Restrictive Practices Conference, discuss national standards, and attend and shadow a physical restraint training provider accreditation visit. Brannon La Wacol Service USA Offi cer resigned and $1,759 Nil Force, Senior Centre returned to USA. Clinician Total — Disability, Home and Community Care, and Community Mental $30,128 $10,968 Health Services

252 Department of Communities | 2008–09 Annual Report Appendix 5 Name of Organisational Destination Reason for travel Agency Contribution offi cer and area cost from other position sources Community and Youth Justice Services Christine Corporate New Zealand To work in a team from $2,417 Nil Henderson Performance various Australian and Director, and Portfolio New Zealand jurisdictions Directorate Services working on a real issue Coordination as part of a second year Masters in Public Administration Program. Christine Corporate New Zealand To attend the Executive $891 Nil Henderson Performance Masters of Public Director, and Portfolio Administration program Directorate Services through the Australian Coordination and New Zealand School of Government. Cec Kojrowicz Corporate New Zealand To visit a number $1,358 $1,222 Manager, Performance of forensic and Disability Special Projects and Portfolio other purpose-built Services Services environments to discuss contribution key features in design and the interaction of support models within these environments. Hayley Baldwin Youth Justice Hong Kong To train staff from the $763 Manager, Conferencing Hong Kong Methodist Youth Justice Sunshine Coast Centre’s Project Concord Conferencing Region Victim-Offender Mediation Travel and Practice Project. accommodation Support Unit costs met by the Methodist Martin McMillan, Youth Justice Hong Kong To train staff from the $836 Church, Hong Principal Conferencing Hong Kong Methodist Kong Training Offi cer Sunshine Coast Centre’s Project Concord Region Victim-Offender Mediation Project. Total — Community and Youth Justice Services $6,265 $1,222

Appendix 5 Department of Communities | 2008–09 Annual Report 253 Name of Organisational Destination Reason for travel Agency Contribution offi cer and area cost from other position sources Housing and Homelessness Services Natalie Offi ce of the New Zealand Inspecting home- $4,897 Nil MacDonald, Director-General ownership models on former Director- Maori land and evaluating General alternative models of social housing. Toni Malamoo, Aboriginal and New Zealand Inspecting home- $913 Nil General Torres Strait ownership models on Manager Islander Housing Maori land and evaluating alternative models of social housing. Natalie Offi ce of the USA and To accompany the $28,596 Nil MacDonald, Director-General Canada Minister on a study tour former Director- of the USA and Canada General to examine a range of affordable housing models. John O’Shea, Property Portfolio New Zealand Study leave — Executive $698 Nil Manager, Management Masters in Public Portfolio Administration University Investment course. Total — Housing and Homelessness Services $35,104 Nil

Name of Organisational Destination Reason for travel Agency Contribution offi cer and area cost from other position sources Child Safety Services Belinda Hersey, Policy and USA To present a paper $5,359 Nil Director Practice at the 8th National Development Structured Decision- Making Conference and to undertake a number of site visits to review child protection service delivery models in California. Andrea Sturges, Ipswich South New Zealand To fulfi l the requirements $515 Nil Manager Child Safety of the Australia and Service Centre New Zealand School of Government (ANZSOG), Executive Masters in Public Administration (EMPA) Scholarship course.

continued on page 255

254 Department of Communities | 2008–09 Annual Report Appendix 5 Diane Coyer, Redcliffe Child New Zealand Facilitate the transition of $2,086 Nil Child Safety Safety Service children in care to a new Offi cer Centre placement. Total — Child Safety Services $7,960 Nil

Name of Organisational Destination Reason for travel Agency Contribution offi cer and area cost from other position sources Sport and Recreation Services Aleks Queensland USA Assistant Coach for $87 $3,320 Osadchuk — Academy of Australian Women’s Australian Women’s Water Sport Water Polo Team Water Polo Inc Polo Coach competing with US National Team. Peter Day — Queensland South Africa Coach for Australian $64 $4,850 Cycling Coach Academy of and Europe Under 19 Team competing Cycling Sport in the World Track Cycling Australia Championships. Shaun D’Auria Queensland England, Italy, Meet with English Institute $10,850 Nil — Sports Academy of Portugal of Sport, attend Australian Scientist Sport Institute of Sport’s cycling training base in Italy, attend European College of Sport Science 13th Annual Conference. Stephan Queensland Malaysia and Coach for the Australian $0 $13,000 Widmer Academy of China Swimming Team Swimming — Assistant Sport competing in the Beijing Australia and Coach, Olympics. Australian Swimming Olympic Program Committee Tim Conrad — Queensland China Coach for Australian $0 $6,095 Coach, Rowing Academy of Women’s Single Scull Australian Program Sport and Men’s Coxless Fours Olympic competing at the Beijing Committee Olympics. Ian Melvin Queensland Canada Team Coach for the $0 $8,250 — Assistant Academy of Australian B Road Cycling Cycling Coach, Cycling Sport Team. competing in Australia Program international competition.

continued on page 256

Appendix 5 Department of Communities | 2008–09 Annual Report 255 Name of Organisational Destination Reason for travel Agency Contribution offi cer and area cost from other position sources Sport and Recreation Services Serguei Chinkar Queensland China Head Coach for the $133 $4,635 — Head Academy of Australian Gymnastics Australian Coach, Men’s Sport Men’s Team in Beijing Olympic Gymnastics Olympics. Committee Mark Osborne Queensland China National Team Sports $79 $4,800 — Manager, Academy of Scientist for the Australian Australian Sports Science Sport BMX Team competing in Olympic Program Beijing Olympics. Committee Xianging Chen Queensland China Assistant Coach for the $0 $5,995 — Head Academy of Australian Diving Team in Australian Coach, Diving Sport Beijing Olympics. Olympic Program Committee Aleks Osadchuk Queensland China Assistant Coach for $131 $5,760 — Coach, Academy of Australian Women’s Australian Women’s Water Sport Water Polo Team Olympic Polo competing in the Beijing Committee Olympics. Mike Mulvey — Queensland Thailand Assistant Coach for $0 $3,900 Football Head Coach, Academy of Australian Under-20 Federation of Men’s Football Sport Men’s Football Team Australia competing in the Asian qualifi cation series for the World Youth Cup. Serguei Queensland Czech Head Coach of the $1,817 $3,350 Chinkar - Head Academy of Republic, Australian Men’s Gymnastics Coach, Men’s Sport Germany Gymnastics Team Australia Gymnastics competing in the Deutsch Turner Bund Cup event. Aleks Osadchuk Queensland Russia Assistant Coach for $115 $4,130 - Coach, Academy of Australian Women’s Australian Women’s Water Sport Water Polo Team Water Polo Inc Polo competing in the FINA World League Water Polo Finals. Aleks Osadchuk Queensland New Zealand Assistant Coach for $115 $1,250 - Coach, Academy of Australian Women’s Australian Women’s Water Sport Water Polo Team Water Polo Inc Polo competing in the second Preliminary Tournament for the FINA Women’s World League 2009. continued on page 257

256 Department of Communities | 2008–09 Annual Report Appendix 5 Name of Organisational Destination Reason for travel Agency Contribution offi cer and area cost from other position sources Sport and Recreation Services Megan Rendell Queensland Morocco Attendance at the $0 $7,400 — Sport Academy of International Society Australian Scientist Sport of Sport Psychology Institute of Conference. Sport Scott Volkers Queensland France Head Coach of a $0 $5,430 — Coach, Academy of Queensland Swimming/ Queensland Swimming Sport Queensland Academy of Swimming Program Sport Team competing in the 2009 Paris Open Championships. Clare Jones — Queensland France Sport Scientist for a $0 $5,430 Sports Scientist Academy of Queensland Swimming/ Queensland Sport Queensland Academy of Swimming Sport Team competing in the 2009 Paris Open Championships. Total — Sport and Recreation Services $13,391 $87,595 Total — Department of Communities $92,848 $99,785

Appendix 5 Department of Communities | 2008–09 Annual Report 257 Appendix 6 — Consultancies Consultancy expenditure During the reporting period, the department expended $3,791,653 on consultancies as identifi ed in the table below.

Category Amount Finance $17,820 Human Resources Management $182,430 Information Technology $27,550 Management $77,223 Professional and Technical $3,486,630 Total $3,791,653

Defi nition of a consultant For a service provider to be categorised as a consultant (which may be an individual or organisation) for the purpose of Queensland Government reporting, all of the following elements must be present: • The consultant provides expert knowledge to analyse information, draw conclusions and make recommendations in the form of a written report or an intellectual product for future action which the agency must then decide upon or take a certain course of action. • The nature of the output is not necessarily predictable, but tends to be open-ended and is more complex (for example, a range of recommendations which the department must consider). • The project develops a new concept or process and where the agency requires critical judgement to consider the recommended course of action. • The consultant is engaged for a fi xed period of time at an agreed rate of payment. • The consultant is not directly supervised by the department.

258 Department of Communities | 2008–09 Annual Report Appendix 6 Glossary

Ambitions Represent the desired effects on, or consequences of, government services on the community. Ambitions are specifi c goals for change and are strategic, high-level and measurable. Approved carer A person who has been approved by the department to provide home- based care for children subject to ongoing departmental intervention. Carer A carer is an individual who provides, in a non-contractual and unpaid capacity, ongoing care or assistance to another person who, because of disability, frailty, chronic illness or pain, requires assistance with everyday tasks. Case plan A written plan for meeting a child’s care and protection needs. It is developed in a participative process between the department, the child, their family and other people signifi cant to the child and family. It records the goal and outcomes of ongoing intervention and identifi es the agreed tasks that will occur to meet the goal and outcomes. Case plans are reviewed to ensure they continue to meet the changing needs of the child. Disability A person’s condition that is attributable to an intellectual, psychiatric, cognitive, neurological, sensory or physical impairment or a combination of impairments, and results in a substantial reduction of the person’s capacity for communication, social interaction, learning, mobility or self-care or management, and the person needing support. Disability services Specialist support services aimed at increasing the independence and social participation of people with a disability, which could include one or more of the following: accommodation support services, respite services, therapy services, community support services, community access services, advocacy or information services or services that provide alternative forms of communication, and research, training or development services. Discrete Indigenous A discrete Indigenous community refers to a geographic location, communities bounded by physical or legal boundaries, and inhabited or intended to be inhabited by predominantly Indigenous people, with housing or infrastructure that is either owned or managed on a community basis. Discrete communities include: • communities in urban areas where the title to a parcel of land has been transferred to an Indigenous organisation, for example, communities on former mission or reserve land • well-established communities and outstations in remote areas • Deed of Grant in Trust (DOGIT) communities and their outstations, as well as the two shires of Aurukun and Mornington Island • communities on Indigenous pastoral properties/leases.

Glossary Department of Communities | 2008–09 Annual Report 259 Foster carer A person or persons approved by the department to provide care in their own home for children and young people who are assessed as in need of protection or subject to an investigation and assessment. This can be for short or long periods of time. Headlease A lease between an owner of a freehold estate in land and a tenant, where the tenant has granted a sublease to a third party. Housing Register The department-managed register of housing applicants. It records the relative priority of applicants for social rental housing and/or other rationed products. The Housing Register consists of fi ve segments: very high-need applicants, high-need applicants, moderate-need applicants, lower-need applicants (all eligible for long-term social housing) and those registered for other products (not eligible for social housing). The register is used to match applicants to appropriate housing products based on their assessed need. Interim order On the adjournment of a proceeding for a court assessment or child protection order the Childrens Court has the power to make an interim order. An interim order made on adjournment of a court assessment order may grant temporary custody to the Chief Executive. An interim child protection order made on adjournment of a child protection order will grant custody to a suitable family member or the Chief Executive. An interim order can direct a parent to have no contact or only supervised contact with the child. Kinship carer A person who is related to the child or a person signifi cant to the child who has been approved by the department to provide home-based care for the child. Kinship carers have approval limited to provision of care for children who are their relatives or with whom they have a close prior relationship. Living away from The provision of care outside the home to children who are in need of home protection or who require a safe placement while their protection and safety needs are assessed. Before July 2006, fi gures included children placed with approved foster carers, provisionally approved carers, approved kinship carers and residential care services. From July 2006, fi gures also include hospitals, Queensland youth detention centres, independent living and all other placements. Reporting this way provides a more complete picture of the number of children living away from home with whom the department has contact. Machinery-of- The allocation and reallocation of functions between government government departments and Ministers. changes Matters of concern Any concern raised about the quality of the care provided to a child in the custody or guardianship of the Chief Executive in an out-of-home care placement, where a breach of the Standards of Care is indicated.

260 Department of Communities | 2008–09 Annual Report Glossary National Disability The National Disability Agreement is a schedule to the Agreement Intergovernmental Agreement on Federal Financial Relations between the Australian, state and territory governments. It sets the national outcomes and policy reform framework to support the provision of quality services for people with a disability. One social housing The Queensland Government’s integrated system for providing housing system services. It includes products, services and programs provided, funded or subsidised by the department, ranging from high subsidy assistance, such as the direct provision of housing, to other products, such as private housing assistance. Out-of-home care The provision of care outside the home to children who are in need of protection or who require a safe placement while their protection and safety needs are assessed. Data for out-of-home care placements refers only to children in approved foster care, approved kinship care, provisionally approved care and residential care services. Outputs Discrete services or other products, including policy advice, that a (departmental) department delivers to its external clients. Prevention and Prevention and early intervention approaches are those that prevent early intervention or arrest problems early in a child’s life, or at early stages in the development of problem situations. A focus on early intervention and prevention, rather than on treatment after a problem has developed, is both socially and economically more effective in the long term. Provisionally A person who has been approved by the department to care for a approved carer particular child for a defi ned period of time. A provisionally approved carer must have made an application to be either an approved foster carer or kinship carer. Recognised entities Aboriginal and Torres Strait Islander organisations or individuals connected with their communities and approved and funded by the department to provide cultural and family advice to the department and courts in relation to child protection matters for Indigenous children and families. Referral for Active Referral for Active Intervention (RAI) services provide prevention and Intervention early intervention support for children, young people and their families who may be at risk of entering the child protection system. Residential care Non-family-based accommodation and support services funded by services the department to provide placement and support for children who are the subject of ongoing departmental intervention. These residential services provide daily care and support for children from a house parent or rostered residential care workers model.

Glossary Department of Communities | 2008–09 Annual Report 261 Social enterprise A social enterprise is a business whose purpose is to create employment for people who have experienced long-term unemployment due to disability, experience of mental illness or other social disadvantages. Social housing Housing funded by the Queensland Government which comprises: • department-managed housing (including Aboriginal and Torres Strait Islander housing) • community-managed housing through funded community and local government housing providers that deliver long-term community housing, affordable housing and time-limited transitional housing. Social housing is provided on the basis of matching clients with the most appropriate level of housing assistance for the duration of their housing need. Targets Set specifi c, observable and measurable goals for improvement in key (government) policy areas. Toward Q2: Tomorrow’s Queensland is the government’s blueprint for the state to the year 2020. Toward Q2 includes 10 specifi c whole-of-government targets. Young people People aged 12 to 25 years. In terms of youth justice, a young person is someone aged 10 to 16 years at the time of committing an offence.

262 Department of Communities | 2008–09 Annual Report Glossary Index Aboriginal and Torres Strait • other ...... 120 Islander peoples Advocacy support for tenants ...... 74 • alcohol reforms ...... 21 • children in care of the state ...... 25, 27 Accommodation Support and Respite Services ...... 49 • Closing the Gap in Indigenous disadvantage ...... 17-18 Appeals...... 112

• educational opportunities ...... 17 Asset management ...... 134 • employment opportunties ...... 18 Assistance dogs ...... 54, 246 • historical records ...... 19 • housing assistance ...... 67, 68 Audit activities ...... 144 • NAIDOC Week ...... 19 Autism Early Intervention initiative ...... 53

• Native Title ...... 136 Boards and committees ...... 102-110 • Negotiation tables ...... 19 Bond loans...... 72 • Palm Island Community Company ...... 20 • Queensland Aboriginal and Torres Strait Carers Islander Advisory Council ...... 19, 116 • for children in care of the state ...... 26 • Queensland Indigenous Alcohol Diversion • for people with a disability ...... 55 Program ...... 71 • Home and Community Care ...... 57 • reconciliation ...... 20 Capital works ...... 134 • reparations ...... 19 Carbon emissions ...... 139 • retail stores ...... 18 • sport and recreation acitivities ...... 86 Centre of Excellence in Behaviour Support ...... 54 • welfare reforms ...... 21 • women’s initiatives ...... 92 Child death review ...... 115

Accommodation support for people with a Child protection practice ...... 28 disability ...... 49 Child Safety Behaviour Support Teams ...... 53 Active recreation centres ...... 84 Child Safety Practice Manual ...... 29 Adoption services ...... 28 Children in care of the state Adult Lifestyle Support Program ...... 60 • case planning ...... 28

Advisory bodies ...... • number of children living away from home ...... 24 • departmental ...... 120 • partnerships ...... 31 • ministerial ...... 116

Index Department of Communities | 2008–09 Annual Report 263 • placement options ...... 24, 26 Family Support Program ...... 53

• safety ...... 28 Find Your 30 campaign ...... 84

Client service management ...... 111 Freedom of Information ...... 138

Closing the Gap ...... 17, 35, 116 Growing Stronger initiative ...... 55

Commission for Children and Young Home and Community Care ...... 57 People and Child Guardian ...... 28, 111, 121 Home Assist Secure ...... 73 Community engagement ...... 115 Homelessness ...... 69 Community Renewal ...... 75 Increasing Service Delivery initiative ...... 53 Community Rent Scheme...... 67, 69 Information and communication Complaints management...... 112 management...... 137

Concessions on essential services...... 45 Information systems ...... 145

Conditional Bail Program ...... 41 Intensive Behaviour Support Teams ...... 53

ConnectPoint ...... 72 Investing in Positive Futures initiative...... 52

Consultants...... 258 Legislation ...... 242

Crisis accommodation ...... 70 Lifelong Planning ...... 53

Disability Sector Quality System ...... 142 Local Area Coordination Program ...... 53

Disability service plan ...... 130 Machinery-of-government changes ...... 4

Domestic and family violence prevention ....35 Mental health services ...... 60

Drug Court Program ...... 71 Misconduct prevention...... 113

Duke of Edinburgh’s Award ...... 40 Mortgage relief...... 75

Dunlop Townsville 400 ...... 87 Multicultural issues dvconnect ...... 36 • Multicultural Assistance Program ...... 81

Energy management ...... 139 • Multicultural Community Worker initiative ...... 81 Entities and other bodies ...... 248 • Multicultural Queensland: making a Environmental initiatives ...... 139 world of difference ...... 80 • Queensland Multicultural Festival ...... 82 Family and Early Childhood Services ...... 53 • Queensland Roars Against Racism Family Intervention Services ...... 26 campaign ...... 82

264 Department of Communities | 2008–09 Annual Report Index Nation Building and Jobs Plan...... 64, 67 RentConnect...... 72, 74

National Affordable Housing Agreement .....64 Research and evaluation ...... 39

National Disability Services Agreement ....261 Resident Support Program ...... 50

National Framework for Protecting Respite services ...... 56 Australia’s Children ...... 32 Risk management ...... 144 National Partnerships Agreements ...... 64 Same House Different Landlord National Rental Affordability Scheme ...... 73 program ...... 67, 69

Needs-based planning ...... 39 Seniors

Neighbourhood centres ...... 47, 134 • elder abuse ...... 44 • grandparents ...... 45 One Chance at Childhood initiative ...... 29 • isolation ...... 44 Outputs ...... 5 • Seniors Business Discount Card ...... 45 Performance management ...... 7 • Seniors Card ...... 45

Performance overview ...... 11-14 • Seniors Enquiry Line ...... 45 • Seniors Week ...... 45 Post School Services Program ...... 53 Shared Service Agency ...... 98 Privacy ...... 128 Social housing Private rental accommodation ...... 64, 72 • client intake and assessment process ...67 Project 300 ...... 50 • community-managed ...... 64 Quality management ...... 142 • government-managed ...... 64

Queensland Academy of Sport ...... 88 • jobs creation ...... 65 • long-term arrangements ...... 68 Queensland Disability Service Standards ...... 142 • one social housing system ...... 65, 67, 73 • supply ...... 64 Record-keeping ...... 138 Specialist Response Service ...... 49, 54, 126 Redress Scheme ...... 37 Spinal Cord Injury Response Initiative ...... 50 Referral for Active Intervention program ...... 39, 46 Sport and recreation • athlete support ...... 88 Regions ...... 100 grants and subsidies ...... 84 Relocatable housing project ...... 77 • local clubs ...... 85 Rent Start ...... 64, 69 • local councils ...... 85

Index Department of Communities | 2008–09 Annual Report 265 • major facilities ...... 85 Women • schools ...... 84 • board membership ...... 93 • tennis centre at Tennyson ...... 88 • housing assistance ...... 93

Staff • International Women’s Day 2009 ...... 93 leadership ...... 92 • absenteeism ...... 133 • Rural Women’s Symposium ...... 91 • attraction and retention ...... 125 • salary ...... 128 • diversity ...... 127 • Smart Women-Smart State Awards ...... 93 • engagement ...... 127 • Smart Women-Smart State Seminars .... 91 • equal employment opportunity ...... 129 • Smart Women-Smart State Strategy ...... 91 • ethics and conduct ...... 124 • Smart Women-Smart State Taskforce .... 91 • graduate development program ...... 125 • Women in Hard Hats ...... 92 • health and wellbeing ...... 131 • Women’s Infolink helpline ...... 91 • industrial relations ...... 133 • leadership ...... 123 Whistleblowers ...... 125 • number of staff ...... 122 Young Adults Exiting the Care of the • overseas travel ...... 251 State Program ...... 50 • planning ...... 125 Young Indigenous Leaders Forums ...... 40 • regional ...... 122 Younger people in residential aged care • reward and recognition ...... 123 facilities ...... 50 • retrenchments ...... 127 Youth • safety ...... 131 • engagement with ...... 39 • training and development ...... 131 • offending ...... 41 • voluntary early retirements ...... 127 • reoffending ...... 41 Statutory obligations ...... 242 • The Duke of Edinburgh’s Award ...... 40 Suicide prevention ...... 39 • youth justice conferences ...... 42 • Youth Week ...... 40 Supported Accommodation and Assistance Program ...... 69, 71 Youth detention centres ...... 42 Surveys — client satisfaction...... 111

Time for Grandparents program ...... 45

Transitional housing assistance ...... 69

Volunteers — support for ...... 35

266 Department of Communities | 2008–09 Annual Report Index Contact details South West 5-7 Wharf Street Head Offi ce Ipswich QLD 4305 Level 13 PO Box 516 111 George Street Booval QLD 4304 Brisbane Qld 4001 Ph: 3280 1777 Ph: 131304 (local call cost) Fax: 3280 1962 Fax: (07) 3404 3570 Email: [email protected] Far North Queensland Internet: www.communities.qld.gov.au Level 3 85 Spence Street We provide our services through seven Cairns QLD 4870 regions: PO Box 4626 Brisbane Cairns QLD 4870 Brisbane North Ph: 4048 9333 Level 2, Muruk Haus Fax: 4039 8639 230 Lutwyche Road South East Windsor QLD 4030 Level 1 PO Box 2186 100 George Street Windsor QLD 4030 Beenleigh QLD 4207 Ph: 3109 0620 Fax: 3872 0666 PO Box 1170 Beenleigh QLD 4207 Brisbane South Ph: 3884 8800 Level 1 Fax: 3884 8801 Cnr Edmondstone and Russell Streets South Brisbane QLD 4101 North Queensland Level 10, Suncorp Building PO Box 3389 61 Sturt Street South Brisbane QLD 4101 Townsville QLD 4810 Ph: 3109 7007 Fax: 3109 7030 PO Box 1168 Townsville QLD 4810 Central Queensland Ph: 4799 5533 Level 3, State Government Building Fax: 4799 5570 209 Bolsover Street North Coast PO Box 1503 Level 2, Platinum Building Rockhampton QLD 4700 14-18 Duporth Avenue Ph: 4938 6996 Maroochydore QLD 4558 Fax: 4938 4118 PO Box 972 Maroochydore QLD 4558 Ph: 5459 8600 Fax: 5459 8612

Contact details Department of Communities | 2008–09 Annual Report 267 Public availability of report The Department of Communities website is www.communities.qld.gov.au. This annual report is available on our website at www.communities.qld.gov.au/about/annual- reports/2008-09. For enquiries or further information about this report, please contact the Manager, Governance Team by: • Telephone: (07) 3404 3174 • Email: [email protected] • Facsimile: (07) 3224 2312.

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© The State of Queensland (Department of Communities) November 2009. Copyright protects this publication. Excerpts may be reproduced with acknowledgment of the State of Queensland (Department of Communities).

ISSN 1833–1386

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268 Department of Communities | 2008–09 Annual Report Department of Communities Annual Report 2008–09 www.communities.qld.gov.au

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