MS Queensland 2012-13 Annual Report

MS QUEENSLAND 2012–13 ANNUAL REPORT

OUR JOURNEY TOWARDS A WORLD FREE FROM MULTIPLE SCLEROSIS

OUR AUDIENCE This annual report is intended for people living with MS; their carers and family members; our donors, government, our corporate supporters, our staff and the wider MS community.

OUR AGM The 2013 Annual General Meeting will be held on Friday 8 November 2013 at the Southbank Institute of Technology.

FINANCIAL INFORMATION Our 2012–13 Special Purpose Financial Report is available in full from our website www.msqld.org.au

EDITING & DESIGN Written and edited by Melanie Mead, Media and Communications Manager, MS Queensland. Designed by Skye Dutson, Senior Graphic Designer, Skyelark Designs.

PAPER & PRINT K.W. Doggett Fine Paper proudly sponsored the paper used in this report, Sovereign Offset Digital – Indigo. It is FSC Certified and considered to be one of the most environmentally adapted products on the market.

Containing fibre sourced only from responsible forestry practices, this sheet is ISO 14001 EMS accredited and made with elemental chlorine free pulps. Kindly printed

by Cornerstone Press, Northgate QLD.

Thank you to everyone who contributed to this 2012–13 Annual Report.

There are many ways you can help MS Queensland continue our work.

DONATE You can help us continue to deliver our services with a donation, no matter how large or small, or by becoming a regular giver. p:1800 CURE MS (1800 287 367) www.msqld.org.au/donate

MAKE A BEQUEST You can leave a lasting legacy by including a bequest to MS Queensland in your will. p: 07 3840 0821

PURCHASE A LOTTERY TICKET Support the Society and win amazing prizes by buying a ticket in our latest MS Limited Edition draw. www.mslimitededition.com.au

FUNDRAISE You can organise and run your own fundraising event for MS Queensland. p: 07 3840 0887

VOLUNTEER Contact our Volunteer Coordinator to find out how you can make a difference in your community or email us. p: 07 3840 0870 e: volunteer@msqld.org.au

BECOME A CORPORATE PARTNER Help us find a cure for the most common neurological condition in young Australian adults by becoming a corporate partner. You can provide MS Queensland with in-kind contributions or pro bono work. p: 07 3840 0864

CONTENTS OUR JOURNEY

03

MS Story 05 Our achievements over 55 years 07 CEO report 09 Chairman’s report 10 Patron’s report 11 How we’re performing 13 Our operating environment 15 About MS: the mystery disease 15 Our contribution to MS research

OUR STRATEGY

17

MS Story 19 Where we’ve come from

OUR PERFORMANCE

25

MS Story 27 Meeting the need

20 Where we’re at

29 Our reach and service delivery

21 Our progress towards our goals

35 Communicating our work

23 Where we’re heading

36 Who we work with

OUR FUNDING

45

MS Story 47 How we raise funds 50 How we performed during the year

40 Sustainability and our social impact 41 How we performed during the year

OUR PEOPLE

51

MS Story 53 How we operate 54 Our Executive Leadership Team 55 Our staff 56 Our values 57 Our volunteers 59 Safety in the workplace 60 How we performed during the year

OUR GOVERNANCE

61

MS Story 63 Governance 63 Board report 65 Meet our Board 67 Compliance 68 Risk management 69 Corporate strategic risk register and profile

OUR FINANCIAL PERFORMANCE

73

MS Story 75 Our five-year performance 77 Our financial summary 79 Where our money came from 79 Where our money was spent 80 Our financial position 80 Our investment policy 81 Independent Auditor’s Assertion Statement

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MS STORY

GRANSTON LODGE HISTORICAL MS STORY

Back in 1974, MS Queensland officially built and opened ‘Granston Lodge’ using funds raised from community fundraising activities along with support from the Queensland Government.

“Granston Lodge is a great place to live and it has given me the opportunity to live life much more than I was able to before. I am now involved in lots of different activities.” Gary, resident living at Granston Lodge, 2013 Granston Lodge was established as a large specialist neurological nursing home to provide accommodation to people living with MS and other neurological conditions – specifically to those who could no longer live at home due to their condition.

Today, Granston Lodge is a place to call home for 16 residents that is tailored to their needs, wants and goals. Residents are encouraged and supported to set their own daily schedules, and so their days can often include making trips to the shops, lunch, movies, a BBQ on the riverbank, or a day out fishing in summer months. We also offer an additional eight beds dedicated to respite care – for the short-term planned or emergency support of clients whose primary carers require respite from the day-to-day responsibilities of caring for their loved one.

Funded in part by the Queensland Government’s Department of Communities, MS Queensland’s fundraising efforts help to cover the annual shortfall of the large cost to provide this important accommodation service.

Over the years, in order to meet the growing housing needs of people living with MS, MS Queensland has continued to develop other accommodation options including Annerley Apartments in 2010. Deliberately designed to be smaller and

more community-based, the four converted townhouses were designed to allow residents to take back choice and independence in their lives within the safety of a high quality 24/7 supported care environment. McKinnon House on the Gold Coast is yet another of MS Queensland’s facilities providing holiday respite stays for individuals and families in a beautiful seaside setting.

Importantly, a recent national survey showed that nine out of ten people living with MS currently live at home and want to remain there for as long as their condition allows. To enable this to happen we’ll do everything we can to support people’s health and wellbeing through specialist counselling, exercise and physiotherapy, education and employment support. We’ll also help by increasing our specialist in-home care and support and by offering financial assistance for home modifications, aides and equipment to adapt the home to a person’s changing needs.

When living at home is no longer possible, different solutions are required. As a result of the continuing lack of ageappropriate, high quality residential care and respite options for people living with MS, our strategy will see MS Queensland getting even more involved in the supply of MS housing solutions. Our 10-year goal is to deliver 100 MS specific housing apartments in Queensland. While this is a daunting task, we are incredibly focused on achieving it.

So looking to the future, we will continue to play a significant and active role in supporting people with MS with their housing and support needs when, and where, they need it, just as we have since the very beginning.

OUR JOURNEY MS Queensland is a non-profit organisation founded in 1958.

Our vision is a world free from multiple sclerosis and its devastating impact.

We exist to help people living with MS to get the best out of life; to advocate for change and to search for a cure.

CONTENTS

Our mission is to be the first-choice for multiple sclerosis information, education, treatment, care and support across Queensland.

05 | Our achievements over 55 years

We live the values of respect, hope, commitment and collaboration. This rings true in all that we do.

09 | Chairman’s report

In Queensland, nobody has a better knowledge of the disease nor assumes a greater role in education and raising awareness of MS than we do.

07 | CEO report

10 | Patron’s report 11 | How we’re performing 13 | Our operating environment 15 | About MS: the mystery disease 15 | Our contribution to MS research

OUR ACHIEVEMENTS OVER 55 YEARS This Year MS Queensland celebrates 55 years of service to the MS community in Queensland. Over the past five decades we have introduced and delivered invaluable care and support services for people living with MS including physiotherapy, immunotherapy and nursing support, education and information, accommodation and respite, regional service coordination, counselling and financial support. As research into the causes of MS continues, and new treatments to stop the progression of MS are introduced, it’s pertinent to reflect on our past. But we’re also looking forward, with hope, to a world that is one day free from MS and its devastating impact.

IN 1972

The Multiple Sclerosis Society of Queensland is established by Mathers Shoes founder, Mr Bill Mathers whose wife lived with MS.

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IN 1974 We open Granston Lodge, a 32-person care facility at Dutton Park for people living with MS.

Our first fulltime Executive Director, Trevor Hinwood is appointed to run the organisation.

IN 1984 We appoint Trevor Farrell as Executive Director after Trevor Hinwood retires.

Our first sporting fundraiser, the MS Brissie to the Bay bike ride, becomes our flagship fundraising event with 1,000 cyclists riding from Brisbane to Manly in the first year.

1980

19 1970 1960

1950 IN 1958

IN 1994

IN 1990

IN 1973 IN 1964 We purchase our first property in Dutton Park, Brisbane with the vision of creating an MS centre, made possible by an interest free loan by Bill Mathers.

MS QUEENSLAND | 2012 –13 ANNUAL REPORT

We purchase a holiday home on the Gold Coast to provide respite accommodation for families living with MS. The home was later named McKinnon House and continues to operate today.

IN 1976 We support the first MS scholarship for ‘research in MS by trainee medical practitioners’ at the Medical Faculty of the University of Queensland.

We help launch the MS Readathon, a national school-based fundraising reading program that teaches students about MS and raises vital funds to support Australians living with the condition.

2000

2010

IN 2001

A site at Coorparoo, Brisbane is purchased to be developed into accommodation for people living with MS.

IN 2009 IN 2005 Our second biggest fundraiser, the MS Moonlight Walk, is reintroduced to Brisbane and attracts over 1,000 participants.

We support the global launch of World MS Day with 67 other countries.

World MS Day has become our annual opportunity to raise awareness about MS and strengthen the networks of people living with MS across the world.

OUR PERFORMACE

OUR STRATEGY

We support the national MS awareness month campaign Kiss Goodbye to MS for the third year and help raise more than $740,000 for MS research and services across Australia.

OUR FUNDING

We begin to focus on neurological physiotherapy intervention for people living with MS in line with evidence based research and clinical practice. These therapies have since benefited thousands of people with MS in Queensland.

We officially open Annerley Apartments, an independent living model consisting of four modern townhouses, designed to cater for eight young adults living with MS who require 24 hour support.

>

IN 2012

OUR PEOPLE

We help establish the MS Clinic, a centre of excellence at the Royal Brisbane Hospital, headed up by leading Queensland MS researcher, Prof Michael Pender.

The MS Clinic continues to operate today and focuses on MS treatment, information, diagnosis, research and education.

IN 2006

IN 2013

We open a North and Far North Queensland office in the heart of Townsville to serve people living with MS in the region. This becomes the third regional office opened in the last decade, along with the Sunshine Coast and Toowoomba.

OUR GOVERNANCE

IN 1995

IN 2010

CEO Trevor Farrell retires after 27 years and Lincoln Hopper is appointed as our third CEO. We also win the national honour of Australia’s ‘Best Fundraising event’ from the Fundraising Institute of Australia for the 2011 MS Brissie to the Bay.

OUR FINANCIAL PERFORMANCE

We launch our first quarterly publication, MS Life, to more than 10,000 donors. The publication has evolved and now keeps people living with MS informed on global research developments and shares positive stories of people living with the condition.

90

OUR JOURNEY REVIEW

IN 2011

IN 1999

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CEO’S REPORT “I am proud to lead the award-winning, engaged, skillful and compassionate staff and volunteers of MS Queensland, who are only here for one reason and that’s to help people living with MS to get the best out of life.” Lincoln Hopper, CEO 2012–13 again proved to be a highly successful year as the organisation delivered on a crowded calendar of activities and plans. Upfront, I want to thank my outstanding team of staff and volunteers for their excellent performance and their dedication to living out the organisational values of respect, commitment, hope and collaboration. These people make MS Queensland a truly great place to work!

GROWTH IN HIGH QUALITY SERVICES In May 2013 our care facilities secured quality certification under the JAS_ANZ Human Services Quality Standards required by Disability Services Queensland (DSQ). The result is a huge achievement and testament to the skilled managers and staff within our client-facing services as well as those in the back-office of the organisation, right up to and including the Board. The 100% faultless audit result gets us another step closer to our strategic goal of high quality solutions for people living with MS. We also managed to expand the number of our regional services staff to seven during the year.

FUNDRAISING SUCCESS Our FIA winning “Australian Special Event” MS Brissie to the Bay team backed-up to deliver the most successful fundraising event in our history this year. Our Art Union Lotteries, new low-cost “host” events, expanded MS Swimathon program and Regular Giving activities all exceeded target and ensured we delivered our strategic goal of diversifying our fundraising revenue mix.

To this end we also launched a Major Gifts program and while it took longer than expected to develop, we still established relationships with 10 key individuals who are passionate about supporting people living with MS.

ORGANISATIONAL PERFORMANCE Throughout 2012–13 the Executive Leadership Team (ELT) used 29 management KPI’s to track and measure the day-today divisional performance of the organisation. This proved an excellent tool to celebrate success as well as proactively identify areas we need to focus on. For an organisational snapshot of our performance against some of these KPI’s please refer to pages 11–12.

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MS QUEENSLAND | 2012 –13 ANNUAL REPORT

STRATEGIC PLAN PROGRESS The first year of our Strategic Plan was clearly ambitious, with the ELT setting the task of achieving 68 action plans for the year. I want to commend them for their results: 49 (72%) of these action plans were fully or substantially achieved, with eight actions (12%) partially achieved, five of which will be carried forward into next year for completion. Only five action plans (7%) were not achieved, none of which were mission critical.

Throughout the year, work was deferred on six (9%) actions and we will also carry these forward into next year’s plan for further work. See page 20 for a detailed progress update on our Strategic Plan.

STAFF ENGAGEMENT AND SAFETY For the second year running we conducted a Staff Engagement Survey through BPA Australia, with 79% of staff responding to the survey. The results show a strong improvement in engagement (up 15% on last year), a decrease in “swinging voters” (e.g. staff neither engaged nor disengaged) and a commensurate decrease in disengagement (down to only 8%).

According to BPA, this result classifies MS Queensland’s culture as an “organisation of success” when compared with the 700 other organisations using the same survey tool.

During the year we were challenged by a significant increase in Lost Time Injuries (LTI’s) which disappointingly was not reflective of the strong safety systems and education efforts undertaken through the year. Close analysis of our injury performance has highlighted two higher risk areas: slips, trips and falls, and manual handling and these will be the focus of targeted campaigns in 2013–14. While our injury performance is better than the disability sector as a whole, we remain absolutely committed to providing safe workplaces at MS Queensland and will continually strive to eliminate workplace injuries.

STEP-CHANGE INITIATIVES During the year the Board adopted a bold new strategy to address the issues of appropriate housing and in-home care support for people living with MS, which subsequently resulted in the decision to offer for sale our land holding at Coorparoo, Brisbane to facilitate multiple housing sites across the state. We had productive discussions with the State Government regarding acquiring surplus government-owned sites, although the results of these discussions will not be seen until 2013–14. The housing strategy has also opened up excellent partnering possibilities with Youngcare and BHC (Brisbane Housing Company) and we are optimistic that these relationships will produce tangible outcomes in the short to medium term.

OUR JOURNEY REVIEW OUR STRATEGY

In mid–2012 following extensive review and scoping, a business case was endorsed by the Board and implementation commenced to renew four separate enterprise IT software systems across the organisation (services, fundraising, HR and finance) and the supporting hardware. This multi-year project is significant in both cost and time and is critical to our future success in the new consumer-directed care facilitated through the formation of DisabilityCare Australia.

OUR PERFORMACE

In the last 12 months, we have also established an informal “alliance” of Queensland-based Progressive Neurological Disease (PND) agencies. Represented by the CEO’s of each organisation, the alliance offers opportunities to network and share ideas and is currently working on a joint DisabilityCare Australia proposal to the Queensland Government.

Looking ahead, the next year will again bring both opportunity and challenge, especially as we continue to undertake major projects and drive organisational change in line with our 2020 strategy. The most significant challenges will be:

3 4

OUR FUNDING

2

The flawless execution of our IT Systems project.

Building our readiness for the implementation of DisabilityCare Australia into Queensland.

Undertaking the complex, and often expensive, property development process required to deliver new housing solutions for people living with MS. Securing record fundraising results in relatively flat economic conditions in Queensland.

OUR PEOPLE

1

OUR FINANCIAL PERFORMANCE

OUR GOVERNANCE

Regardless of these or any unexpected challenges, I am very confident that our best years lay ahead of us. Along with the amazing and dedicated team of staff and volunteers at MS Queensland, I commit myself to making sure this is the case.

8

CHAIRMAN’S REPORT “The MS Queensland Board is accountable to the members of MS Queensland, the MS community at large, and our external and internal stakeholders to ensure that MS Queensland is fulfilling its stated vision, purpose and mission and consistently living out its values. On behalf of the Board, I am very pleased to report that we are delivering on these commitments and the organisation has performed exceptionally during 2012–13.” Jonathan Loraine, Chairman STRATEGY This year saw MS Queensland embark on its 2020 Strategic Plan that sees the organisation doing even more to give life back to people living with MS. The Board and management team have set themselves some great challenges for the coming years.

Successful progress in this first year of the Strategic Plan has come from the management team’s razor-sharp focus on executing MS Queensland’s 35 strategic objectives as outlined in the Strategic Plan (see page 20 for a detailed progress update). Specific strategic highlights in the last 12 months include: • Formation of a dedicated housing strategy for people living with MS that will see us facilitate significant growth in specialist housing and support over the next decade.

• Expansion of after-hours and regional services for people living with MS to ensure that relevant and high quality services are available where needed.

• Investment in the renewal of our IT systems which will enable best practice enterprise management.

• Increased financial contribution to MS research activities.

• An increase in MS Queensland brand awareness.

• Establishing an alliance of Queensland-based organisations working with progressive neurological disease.

• Determining the best use of our property assets, including land holdings in Coorparoo, Brisbane.

• Continued diversification of our fundraising revenue mix and configuration.

In the coming year the Board expects to see a similar level of progress against the 2012–15 plan objectives, whilst acknowledging the extraordinary effort, expense and challenge required to realise the benefits of the new enterprise IT systems, and of the planned property redevelopment and acquisition underpinning our housing strategy for people living with MS. Of special note is the establishment of DisabilityCare Australia, promising a transformational approach to supporting the lives and opportunities of people with disability in Australia. A key immediate challenge is the lack of a launch site in Queensland,

9

MS QUEENSLAND | 2012 –13 ANNUAL REPORT

I would like to thank my fellow Directors who voluntarily gave their time and talents to the MS cause. I would also like to acknowledge our many and varied donors and sponsors, and the Queensland Government, who provide funding towards our activities. Finally, I congratulate our management team, staff and volunteers for the significant efforts made in pursuit of our vision of a world free from MS and its devastating impact.

OUR STRATEGY OUR PERFORMACE

Fortunately, however, for those dealing for the first time with these confronting realities, they will quickly find they are not alone and that they are able to access a wide range of support and services available to them and their families from MS Queensland and its partners and allies in the health and community service sectors. This has been the case for over half a century: this year, MS Queensland marks fifty-five years of service to communities in this State.

OUR FUNDING

In the twelve months covered by this Annual Report, in addition to the perennial challenge of delivering services across a vast and decentralised State, MS Queensland has tackled some major changes – principal among these being the development and first stages of implementation of the organisation’s 2020 Strategic Plan. The latter involved the setting of a number of ambitious targets for 2012–13 and, despite this level of ambition, very pleasingly, the organisation has made substantial inroads in each case.

In the year in review, MS Queensland has continued its “assault” on MS through every available avenue: through education of the community about MS; through the provision of high-quality information to those newly-diagnosed with MS; through improving its reach in regional Queensland; through practical support to those living with MS, provided in partnership with health professionals; through advocacy and fundraising to maximise the resources available for MS-related services and activities; and through support for research that seeks to unravel more of the mysteries of the disease.

OUR PEOPLE

The role of the Board is to ensure that MS Queensland has clear strategic direction and strong oversight on the journey to achieve our strategic objectives. A robust governance culture within the Board, supported by a rigorous self-evaluation and review in late 2012, resulted in: • Developing the 2020 Strategic Plan and overseeing its implementation.

• Supporting and building our management capacity and building a culture of excellence.

• Reviewing and updating all Board committee functions and charters, including the establishment of a Nominations Committee to ensure efficient Board processes and good governance.

• Commissioning an internal audit using consultants, Applied Business Insight, to review the physical cash handling and credit card data risk management practices.

• Creating a new Risk Management Framework to enable prudent and effective risk management.

• Working to our philosophy of a skills-based Board, incorporating a range of key skills required to guide MS Queensland into the future.

OUR GOVERNANCE

GOVERNANCE

In the twelve months since the publication of the last Annual Report of MS Queensland, some 1,000 Australians have been newly diagnosed with multiple sclerosis. For every one of those individuals and their families, this is a life-changing event that provokes a variety of reactions and emotions, as the personal stories in this Report reveal. These responses are magnified by the uncertainty surrounding this disease. MS is only slowly and grudgingly giving up its secrets to researchers and clinicians, and its progress is unpredictable and varies from individual to individual. The only certainty, in 2013, is that there is no cure.

MS Queensland makes a positive difference every day to the lives of Queenslanders with MS. As Governor and Patron of MS Queensland, I thank the Board, executive and staff for their on-going commitment in 2012–13 to enabling those living with MS to “get the best out of life,” and I wish them every success in the future in striving for the ultimate goal – a world free of MS.

OUR FINANCIAL PERFORMANCE

however in line with our strategic planning, we will continue to develop its readiness for the scheme’s phased introduction into Queensland from July 2016.

OUR JOURNEY REVIEW

PATRON’S REPORT

Penelope Wensley AC Governor of Queensland and Patron, MS Queensland

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HOW WE’RE PERFORMING ORGANISATIONAL HEALTH SNAPSHOT– AS AT JUNE 2013

2010 –11 2011–12

OUR

FINANCES

OPERATING REVENUE

$11.47m

$12.75m

$13.56m

$13.57m

OPERATING EXPENSE

$11.22m

$12.68m

$13.43m

$13.12m

$250k

$47k

$132k

$449k

1.01

1.30

>1.0

1.43

SURPLUS/DEFICIT CURRENT RATIO (ASSETS:LIABILITIES)

2010 –11 2011–12

OUR

STRATEGY

&

COMMUNICATION

AWARENESS

2012–13 TARGET ACTUAL RESULT

GOAL 1 HIGH QUALITY SOLUTIONS FOR PEOPLE LIVING WITH MS

–

–

100%

65%

GOAL 2 SOCIETAL, POLICY AND SECTOR REFORM THAT BENEFITS PEOPLE LIVING WITH MS

–

–

100%

75%

GOAL 3 A STRONG, DEVELOPING AND SUSTAINABLE ORGANISATION

–

–

100%

74%

2010 –11 2011–12 MEDIA MENTIONS WEBSITE UNIQUE VISITORS UNPROMPTED BRAND AWARENESS

Better than target Worse than target

11

2012–13 TARGET ACTUAL RESULT

MS QUEENSLAND | 2012 –13 ANNUAL REPORT

2012–13 TARGET ACTUAL RESULT

228

435

500

726

–

35,297

40,000

46,884

6.5%

3.4%

7.0%

6.8%

2010 –11 2011–12

2012–13 TARGET ACTUAL RESULT

SERVICE STANDARDS COMPLIANCE AUDIT

100%

100%

100%

100%

CLIENT SATISFACTION RATING

70%

75%

80%

85%

GROWTH IN NEWLY DIAGNOSED REGISTRATIONS

–

–

4%

7.4%

INCREASE IN NEW MEMBERS

14%

7.5%

10%

8%

2010 –11 2011–12

SERVICES

2012–13 TARGET ACTUAL RESULT

FULL TIME EQUIVALENT EMPLOYEES

70

85

85

87

EMPLOYEE INITIATED TURNOVER

–

–

<24%

18.7%

EMPLOYEE ENGAGEMENT

–

50/35/15

50/35/15

65/27/8

STAFF WITH <6 WEEKS ANNUAL LEAVE BALANCE

89%

92%

100%

97%

STAFF WITH INDIVIDUAL DEVELOPMENT PLANS IN PLACE

–

38%

100%

87%

VOLUNTEER HOURS PROVIDED

7,546

7,663

–

7,796

2010 –11 2011–12

CLIENT

OUR

PEOPLE

2012–13 TARGET ACTUAL RESULT

LOST TIME INJURIES (LTI)*

1

2

<2

11

MEDICAL TREATMENT INJURIES (MTI)

3

8

<6

1

WHS AUDIT ACTIONS CLOSED WITHIN 6 MONTHS

–

100%

100%

100%

HAZARDS CLOSED WITHIN 3 MONTHS

–

100%

100%

100%

OUR

SAFETY

* Time lost from work of one day/shift or more

12

OUR OPERATING ENVIRONMENT We do not fully understand the causes of MS or why some people are susceptible to MS and others are not, but changes in our understanding and treatment of MS and of the operating environment have a direct bearing on how MS Queensland positions itself for the future.

MS CAUSES, TREATMENT AND CURE Whilst MS is still a puzzling disease, we actually know more about it today than ever before. As new information, research findings and new treatments are released, people with MS need real-time and easy access to accurate and validated information, education, treatment, care and support. Changes in MS drug treatments (such as new oral therapies) will have implications for existing injectable treatments.

Whilst the disease continues to be the subject of intense, worldwide research, a cure for MS remains elusive. Some high quality research is already happening in Queensland. This needs to continue and expand and we are committed to contributing more funding to research. The nature of the disease means that the needs of people living with MS vary almost as much as the disease itself.

MS affects almost three times more women than men. No two diagnoses of MS are exactly the same and it is often a frustratingly unpredictable disease. Episodes can occur at varying time intervals affecting different areas of the central nervous system. It can be benign – in rare cases apparently disappearing altogether after one or two episodes, or it can progress steadily over many years, bringing about a slow deterioration in an individual’s capabilities. As peoples’ needs change with the symptoms and progression of the disease, so too must MS Queensland respond in innovative, flexible and timely ways to these changing needs.

PROGRESSIVE NEUROLOGICAL DISEASE (PND) Some 19,000 people are living with Progressive Neurological Disease (PND) in Queensland (MS represents over 3,700 of these people). Across the specific disease types, common needs exist amongst this large population (e.g. neurological physiotherapy, fatigue management, counselling and financial support, high care support etc). MS Queensland is well placed to lead the collaborative PND approach in Queensland as well as offering specialist services to the wider PND group.

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MS QUEENSLAND | 2012 –13 ANNUAL REPORT

UNIQUE CHALLENGES OF THE QUEENSLAND GEOGRAPHY With an MS prevalence rate of 71 per 100,000 people, Queensland has the third highest number of people with MS (3,700) spread over the largest geographic distance in Australia*.

Nowhere else in Australia is the challenge of distance for people living with MS as great as it is in Queensland given our significant population centres in Central and North and Far North Queensland, in addition to those in the South-East Queensland “corner.” Responding to the needs of people living with MS across these vast distances is an enormous challenge.

YOUNG PEOPLE WITH MS LIVING IN RESIDENTIAL AGED CARE Due to the lack of age-appropriate residential care options in Queensland some 1,234 people aged less than 64 years (including 119 under 50 years of age) live permanently in residential aged care**. Estimates of neurological disease amongst this group equate to 370 people aged less than 64 years (with 36 people under 50 years). MS Queensland will continue to respond through strong advocacy for these young people, influencing policy reform in this area, as well as seeking to address the supply of age-appropriate housing solutions.

ADVANCES IN INFORMATION AND E-HEALTH TECHNOLOGY Access to technology and information for mainstream Australia is not the barrier it once was and MS information is a key stabiliser at the time of a devastating MS diagnosis. The need to ensure that the information is up-to-date, validated, high quality, accessible and helpful will not change, but the delivery methods will. To be the first choice amongst the MS community for this information, MS Queensland will need to be at the forefront of future changes in technology. Equally, the ways we capture, store and use client information needs to also “keep up with the times” through investments in clever systems and the capability to make the most of our business intelligence.

THE CHANGING NATURE OF PHILANTHROPY AND FUNDRAISING MS Queensland has always relied on fundraising to complement government funded services. The changing “face” and nature of giving towards nontraditional vehicles such as Private Ancillary Funds (PAF’s) and investment orientated approaches (e.g. Social Benefit Bonds) means that MS Queensland will need to position itself for this change. This will mean diversifying the existing strong mix of MS Queensland fundraising products by expanding into new areas such as corporate partnerships and major gifts fundraising.

A proud day to be remembered was 8 May 2013, when Prime Minister Julia Gillard and Queensland Premier Campbell Newman announced the historic agreement between Commonwealth and Queensland State Governments and committed to the full implementation of the NDIS in Queensland.

OUR JOURNEY REVIEW

The Australian Government has established a new independent statutory agency, the Australian Charities and Non Profit Commission (ACNC). Reporting directly to Parliament, the ACNC commenced operations in October 2012 and will initially be responsible for determining the legal status of groups seeking charitable, public benevolent institution, and other NFP benefits on behalf of all Commonwealth agencies. The ACNC will also implement a ‘report-once use-often’ reporting framework for charities, provide education and support to the sector on technical matters, and establish a public information portal.

OUR STRATEGY

A few years ago a national disability insurance scheme was just an idea. Through robust community collaboration, of which MS Queensland has played its part, we have joined with the wider disability sector in taking action, raising awareness and championing politicians and stakeholders on this once in a generation opportunity to make a true difference in the lives of people living with disability. This action has delivered the ultimate result for all – the introduction of a National Disability Insurance Scheme (NDIS), now known as DisabilityCare Australia (DCA).

SECTOR REFORM – AUSTRALIAN CHARITIES AND NON PROFIT COMMISSION (ACNC)

OUR PERFORMACE

DISABILITYCARE AUSTRALIA

*Australian Bureau of Statistics 2012 ** YPIRAC report: 30% neurological primary disability

OUR PEOPLE

MS is the most common chronic neurological condition in young adults in Australia.

More than 23,000 Australians live with MS. Of these people, more than 3,700 reside in Queensland.

OUR GOVERNANCE

As DisabilityCare Australia is a new system which will be built from the foundations up, the launch sites will enable us – the MS community and disability sector in Queensland – to make a contribution to how the system is built. Momentum needs to remain strong within the community in this important time of the development, shaping and creation of this vital scheme to truly achieve transformational change, now and into the future.

MS PREVALENCE IN AUSTRALIA

More than 2.5 million people live with MS globally.

MS affects almost three times more women than men.

MS is most commonly diagnosed between the ages of 20 and 40 when people are in the prime of their lives.

The number of people living with MS in Australia is climbing by approximately 4% each year.

OUR FINANCIAL PERFORMANCE

On1 July 2013 the scheme was launched in four sites across Australia. Queensland is currently not one of the launch sites, yet great learnings and insight will be gained from the sites progressing in Barwon Region Victoria, Hunter Region NSW, the entire South Australia and the entire Tasmania. In July 2014 further launch sites will begin in the entire ACT, Barkly Region NT and WA – a combination of a launch site administered

by DCA and another administered by WA Disability Services Commission. Currently there are no details for a launch site in Queensland however the scheme will commence here in 2016 with full scheme rollout by July 2019 for 97,000 participants.

OUR FUNDING

The NDIS will provide all eligible Australians with access to a scheme that guarantees lifetime coverage for the costs of reasonable and necessary disability care and support. The ultimate aim of the NDIS is to assist people with disability to achieve social and economic participation. The NDIS will deliver certainty, equity and sustainability through more choice and control in the lives of people with disability through self-directed options and individualised funding.

The total cost of MS to individuals and the Australian community is over $1 billion annually.

Source: MS Research Australia, 2012.

14

MS: THE MYSTERY DISEASE

OUR CONTRIBUTION TO MS RESEARCH

By definition, multiple sclerosis means “many scars.” MS is best described as a progressive neurological condition where the immune system of a person with MS appears to attack myelin; a protective coating around nerves that allows them to transmit signals through the central nervous system.

These attacks in the brain, optic nerve and spinal cord cause scarring that disrupts these signals and can even damage the nerves themselves.

The symptoms of MS are varied for each individual and can include loss of balance, fatigue, vision impairment, cognitive issues, abnormal speech and muscle weakness. No two examples of the disease are the same.

There is no known cure for MS. The good news is that much is being done in MS research, especially in Australia, into the causes of the disease in a global effort to ultimately find a cure.

MS Queensland works closely and collaboratively with our national research arm, MS Research Australia, and provides funding towards MS Research Australia’s research effort. During 2012–13 we contributed a total of $258,665 to MS research; 57% of this figure to the MS Clinic in Brisbane and 43% to MS Research Australia.

RESEARCH STRATEGY MS Research Australia implements an informed scientific agenda to accelerate advances that will prevent, better treat and ultimately cure MS. This agenda focuses on funding research and facilitating collaborations that will increase our understanding of the biology of MS, develop methods for preventing the disease and uncover ways to repair existing damage and reverse the disability caused by MS. MS Research Australia also supports social and applied research to investigate issues of practical importance to the lives of people with MS, such as social impact, employment and symptom management. MS Research Australia focuses on the strengths of Australian researchers to contribute to the worldwide endeavour to solve and support MS. This is a medium to long-term strategy.

RESEARCH PROJECTS IN AUSTRALIA The above image is a depiction of the protective myelin sheaths, that surround the nerve cells of the brain and spinal cord, being attacked (a process called demyelination).

This results in damaged areas that are unable to transmit nerve impulses.

TOP 5 CONCERNS FOR PEOPLE LIVING WITH MS IN QUEENSLAND

1 Maintaining independence in order to live a full and happy life for as long as possible.

2 The capacity to stay in employment due to MS symptoms or lack of understanding from employers.

3 Access to appropriate services in the local area, particularly for regional and rural people with MS.

4 The effect of MS on family and loved ones, especially if members of the family are carers.

5 Lack of financial means to cope with the need for equipment and aides if their condition deteriorates.

15

MS QUEENSLAND | 2012 –13 ANNUAL REPORT

Each year MS Research Australia funds high quality MS research in universities and medical research institutes across Australia through project grants, scholarships and fellowships. In 2013, $2.14 million in funding was awarded to 14 exciting new grants including the following in Queensland:

1 Immune control of Epstein-Barr virus in MS

Professor Michael Pender, University of Queensland Total funding awarded: $390,000 Duration: 3 years

2 How genetic risk factors for MS affect the function of immune cells in MS Dr Margaret Jordan, James Cook University Total funding awarded: $299,564 Duration: 4 years

3 PrevANZ

Steering committee, clinicians and researchers from Australia and New Zealand Total funding awarded: $2.7million Duration: 5 years

2

Dr Wajih Ul Hassan Bukhari is a Clinical Fellow in Neurology and is studying for his PhD at the School of Medicine, Griffith University. Dr Bukhari qualified in medicine from the National University of Science and Technology, Pakistan in 2003 and became a fellow of the Royal Australasian College of Physicians in 2010. He has worked as a registrar in the Department of Neurology, Sir Charles Gairdner Hospital, WA and has worked in clinical and research positions in the UK. His PhD studies are focusing on the diagnosis and clinical characteristics of the MS-sister disease neuromyelitis optica (NMO).

DR JUDITH GREER

NANCY MOXEY

5

Nancy Moxey is a PhD student at the University of Queensland. She is researching the role of rare mutations in myelin proteins in MS. Nancy was awarded a Young Investigator Award for her poster at the Progress in MS Research Conference held in Melbourne late last year. Nancy receives an annual bursary from MS Queensland to pursue her studies.

6

Prof Pender is the Director of the Neuroimmunology Research Centre at the University of Queensland. Prof Pender has a strong research interest in Epstein-Barr virus (EBV) infections and his current research investigates the role of impaired immunity to EBV in the development of MS. This research will lay the foundation for possible prevention of MS by controlling EBV infection.

OUR FINANCIAL PERFORMANCE

Dr Judith Greer is an immunologist with a strong interest in autoimmune diseases affecting the nervous system. Based at the University of Queensland’s Centre for Clinical Research, Dr Greer is identifying brain components that are targeted by the immune system in people with MS and developing new ways to specifically turn off the damaging immune responses in the brain.

OUR PERFORMACE

Dr Jordan has been awarded the MS Research Australia National Health and Medical Research Council (NHMRC) Betty Cuthbert Fellowship for 2013. Dr Jordan completed her PhD at James Cook University in 2011 under the supervision of Prof Alan Baxter. As well as her ongoing research projects, Margaret supervises a number of university students and lectures on laboratory techniques. Dr Jordan’s research focuses on the genetics of the immune system and the functional role of genes that have been linked to susceptibility to MS.

PROF MICHAEL PENDER

3

4

OUR FUNDING

DR WAJIH UL HASSAN BUKHARI

DR MARGARET JORDAN

OUR PEOPLE

Prof Broadley undertook his undergraduate medical degree at University of Manchester, United Kingdom after completing a BSc in experimental immunology and oncology. Simon then completed his PhD at the University of Cambridge. Simon is currently a staff specialist with the Gold Coast Hospital and provides specialist services in Neurology. His principal area of research is genetics and MS looking at “Identification of genes involved in susceptibility to autoimmune disorders,” “Migraine in MS,” “Impact of community experience on social attitudes in medical students,” “ANZgene Study,” “AusLong Study,” and “ANZ NMO Collaborative.”

OUR STRATEGY

1

OUR GOVERNANCE

PROF SIMON BROADLEY

OUR JOURNEY REVIEW

MEET OUR QUEENSLAND RESEARCHERS

MS Research Australia is also sponsoring a Phase II clinical trial to determine whether vitamin D supplementation can prevent conversion to clinically definite MS for people with a first attack.

The study will focus on dosage and outcomes, and the first patients were enrolled in July 2013.

Gold Coast Hospital is one of 21 Australian and New Zealand trial sites and Prof Simon Broadley of Griffith University, is a member of the trial Steering Committee. Results are expected in 2017.

1

2

3

4

5

6

16

MS STORY

ANN LANGLEY

1934 – 2012 LIVED WITH MS FOR 25 YEARS

One of our long-term members, Ann Langley, passed away last year following a short battle with cancer. Ann was a larger-than-life personality who faithfully served the needs of people with MS in Queensland and nationally for many, many years.

Ann was a mentor and an inspiration to many people living with a disability. As an outspoken advocate, she was also a positive role model for people with MS. She was an exceptional ambassador for MS and contributed enormously to enhancing the influence and position of people with MS throughout Australia.

Amongst other things, Ann served on the MS Queensland Board, was joint instigator of the Logan PwMS Support Group, Chair of PwMS Queensland, President of PwMS Australia and Editor-inChief of the national MS Life magazine. Ann also made a significant contribution through many other community organisations including being the Founding Chair of TransitCare, a Board member of the Brisbane Housing Company and a President of the Logan Local Ambulance Committee.

Amongst her accolades, Ann was Logan Citizen of the Year in 1997, awarded a Paul Harris Fellowship by her Rotary Club, awarded the 2002 John Studdy Award (MS Australia’s most prestigious national award in recognition of outstanding and selfless service to the MS Society) and awarded the 2007 James D. Wolfensohn Award by the MS International Federation.

To honour Ann’s service to the MS community, this year MS Queensland created an annual funding scholarship in Ann’s name that will enable the convenors of Queensland PwMS Support Groups to come together annually to discuss new ways to meet the needs of people with MS.

ANN’S MS STORY Like so many people with MS, Ann’s early symptoms went unrecognised for many years. Ann’s six children were aged between five and fifteen when her husband died of cancer in 1972. Despite her increasing MS symptoms, Ann returned to work full-time as a musician and music teacher after her husband’s death.

Ann was 54 when she was finally diagnosed with MS in 1988.

This occurred when MRIs became available in Queensland.

Two years after the diagnosis, she retired from teaching. While music was her passion, her practical nature accepted that her MS had put an end to her professional music career.

The challenges of those hard times fostered Ann’s fierce independence and her intense focus on ‘ability’ rather than ‘disability.’ In her later years Ann walked with the aid of a stick, but her primary MS symptoms, like those of many people with MS, were not visible to others.

Ann’s passion, tenacity and courageous spirit are the hallmarks of her leadership and a defining part of the wonderful legacy she will leave with us and the many lives she has touched.

OUR STRATEGY “We feel our 2020 Strategic Plan clearly defines our aspirations and our responsibilities in our quest to eradicate MS and keeps us on the path towards our vision of a world free from MS and its devastating impact.”

Jonathan Loraine, Chairman, MS Queensland.

CONTENTS 19 | Where we’ve come from 20 | Where we’re at 21 | Our progress towards our goals 23 | Where we’re heading

18

WHERE WE’VE COME FROM “The first year of our new 2020 Strategic Plan, 2013 was an exciting one. For the first time, we were able to test the robustness of our action plans as well as learn from unexpected challenges along the way.”

Lincoln Hopper, CEO, MS Queensland In closing-out the previous 2009–2011 Strategic Plan, it was apparent that MS Queensland was already in good shape and well positioned for the future. The future strategy would be evolutionary rather than revolutionary. Following a Board and CEO-led process of research and review, the new MS Queensland 2020 Strategic Plan was finalised and launched in late June 2012.

ACHIEVING THE PLAN Over the three years from 2012–2015, MS Queensland’s Strategic Plan is focused on 35 key objectives that will enable us to deliver the following three goals:

GOAL 2 Societal, policy and sector reform that directly benefits our clients through highly regarded and influential advocacy.

Our objectives are to: • increase our financial contribution to MS Research Australia; • establish and build relationships with key Queensland influencers; • add value to local and national development of the NDIS; • encourage, support and harness grass-roots advocacy; • deliver specific communication to government, the public, corporates, supporters, members and people with MS/PND; • develop our business intelligence capability; • significantly increase our brand awareness; • build strategic partnerships with other organisations and the wider business community; • measure and improve our partnering record based on feedback; • deepen our relationship with government; and • get a Queensland PND alliance partner network off-the-ground.

GOAL 1

GOAL 3

High quality solutions for people living with MS/Progressive Neurological Disease (PND) in Queensland, by raising the access, quality and geographic spread of service solutions.

A strong, developing and sustainable organisation by having excellent people, strong finances, efficient processes and clever systems.

Our objectives are to: • accurately understand the met and unmet needs of people living with MS/PND in Queensland; • clearly articulate and update our service offerings and capabilities for people living with MS/PND in Queensland; • develop a unique value proposition for our areas of work with people living with MS/PND in Queensland; • ensure our clinical services are delivered to world’s best practice standards; • raise awareness of available clinical service offerings; • establish permanent physical service hubs on the Gold Coast, Brisbane South and Brisbane North, Sunshine Coast, Toowoomba, Rockhampton and Townsville; • develop specific outreach and facilitation servicing models; and • have a client information management system that directly supports our work and enables strong advocacy.

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MS QUEENSLAND | 2012 –13 ANNUAL REPORT

Our objectives are to: • develop a strategy for disposing, retaining and acquiring MS Queensland property; • complete the Coorparoo development; • resolve the Dutton Park site use; • diversify fundraising revenue mix and configuration; • increase our share of government funding; • position ourselves for client servicing via individualised fee-forservice, commercial and NDIS arrangements; • begin to reconfigure fundraising towards service innovation and research, particularly focusing on individual and corporate donors; • raise operating efficiencies (to industry standard) of corporate overhead, fundraising and service offerings; • build a leadership culture; • develop and implement a strategy to upskill the MS Queensland workforce in both soft and hard skills; • create market leading staff and volunteer practices including conditions, skills development, rewards and recognition; • create a single Enterprise Bargaining Agreement for staff; • measure and improve staff and volunteer engagement; • improve our WH&S performance; • invest in back office technologies, systems and processes that drive organisation performance; and • reduce our environmental impact.

OUR JOURNEY

WHERE WE’RE AT To ensure we achieve our 35 key objectives, we put in place 68 individual action plans for completion in the first year of the Strategic Plan.

STEP CHANGE INITIATIVES

OUR FIRST YEAR PROGRESS towards the 35 stated GOAL 1 OBJECTIVES Fair

GOAL 2 OBJECTIVES Good

GOAL 3 OBJECTIVES Good

OUR STRATEGY

In the 2020 Strategic Plan not all planned activities have the same weight or impact. Some initiatives, through incremental continuous improvement, “polish” an already acceptable level of performance. Some other initiatives however, offer our organisation significant “step-change” improvement opportunities.

objectives looks like this:

As such, alongside our “business as usual” activities, the following significant initiatives have been written into the Strategic Plan.

OUR PERFORMACE

1 Determining our role as a provider, a partner and/or a facilitator under the new Disabilitycare arrangements.

At the end of June 2013 we had fully or substantially achieved 49 (72%) of these action plans, with eight actions (12%) partially achieved or incomplete and five of these will be carried forward into next year for completion. Only five action plans (7%) were not achieved. Throughout the year, work was deferred on 6 (9%) actions and we will also carry these forward into next year’s plan for further work.

2 Delivering greatly expanded MS-specific housing and in-home support across Queensland.

3 Renewing our entire IT systems and platforms.

OUR FUNDING

4 Leading the establishment of an alliance partner network

AT THE END OF YEAR 1, our performance against the

of Queensland-based Progressive Neurological Disease organisations.

68 individual action plans looks like this:

5 Investigating redevelopment options for our Dutton Park

GOAL 1 – ACTIONS 65% ACHIEVED OVERALL

site.

2

OUR PEOPLE

6 Fundraising for service innovation and for MS research.

1

3 AC

OUR GOVERNANCE

HIEVED

2

AC T I O N

S

AC

2

2

17

Achieved Sustainably achieved Partially achieved Incomplete – carried forward Not achieved Deferred – carried forward

S

1

3

11

18 A TION C

N

CHIEVED

2 11

HIEVED

OUR FINANCIAL PERFORMANCE

2

9 AC T I O

SA

GOAL 2 – ACTIONS 75% ACHIEVED OVERALL

GOAL 3 – ACTIONS 74% ACHIEVED OVERALL

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OUR PROGRESS TOWARDS OUR GOALS

1

GOAL

High quality solutions for people living with MS/Progressive Neurological Disease in Queensland, by raising the access, quality and geographic spread of service solutions.

INDICATORS ACCESS availability, eligibility, affordability and service provision THE QUALITY OF SERVICE OFFERING standard and satisfaction TIMELINESS OF SERVICE PROVISION response time and waiting period CONVENIENCE proximity of service provision to residential location NEED level of unmet need of people living with MS/PND in Queensland

2

GOAL

Societal, policy and sector reform that directly benefits our clients through highly regarded and influential advocacy.

3

SELF-REPORTED QUALITY OF LIFE OF PEOPLE LIVING WITH MS/PND GENERAL COMMUNITY AWARENESS OF DISABILITY ISSUES IN QUEENSLAND ALIGNMENT OF GOVERNMENT POLICY TO THE NEEDS OF PEOPLE WITH MS/PND IN QUEENSLAND

GOAL

A strong, developing and sustainable organisation by having excellent people, strong finances, efficient processes and clever systems.

BALANCE SHEET ANNUAL BUDGET SURPLUSES REVENUE MIX proportion of fundraising, government, commercial EFFICIENCY EMPLOYEE AND VOLUNTEER SKILL, SAFETY AND ENGAGEMENT

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MS QUEENSLAND | 2012 â&#x20AC;&#x201C;13 ANNUAL REPORT

OUR PROGRESS THIS YEAR

This year saw MS Queensland embark on its 2020 Strategic Plan that sees the organisation doing even more to give life back to people living with MS. The Board and management team have set themselves some great challenges for the coming years.â&#x20AC;?

OUR STRATEGY

COMMENTARY

> Increased RSC staff; reduced caseloads; redistributed regional service boundaries. > 100% Jas-ANZ re-certification for Human Services Quality Standards; 85% client satisfaction ratings from post-service evaluation.

OUR PERFORMACE

> Physiotherapy assessment wait time reduced to no more than three weeks; RSC wait time increased to four weeks. > Expanded educational workshops; introduced Skype for MS Support Groups; QUT and UQ clinical psychology partnerships.

OUR FUNDING

> More services delivered; challenges identified with planned needs survey.

E valuated and selected the AQol-8D as our preferred Quality of > Life assessment instrument to be incorporated into the new client IT system.

OUR PEOPLE

> MS Queensland unprompted brand awareness up 3.4%; public support of Every Australian Counts campaign.

OUR GOVERNANCE

> Created 9 MS Queensland policy position statements to advocate more strongly and to assess government policy change over time.

> Increased by 13%. > Exceeded operating budget surplus by $317k and total budget surplus by $996k.

Stable funding mix fundraising/government/commerical (2013: > 57%/35%/8%) (2012: 55%/37%/8%); we made two (unsuccessful) government funding submissions.

OUR FINANCIAL PERFORMANCE

OUR PROGRESS TOWARDS 2020

OUR JOURNEY

Jonathan Loraine, Chairman, MS Queensland

> Improved by 2%.

Very strong employee engagement measured through independent > annual staff survey; disappointing and atypical Lost Time Injury (LTI) rate experienced.

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WHERE WE’RE HEADING Within each section of this report we detail how we have performed in the first year of our Strategic Plan and the initiatives we have set ourselves to achieve in 2013–14. Looking ahead to 2020, our goals and long-term strategies are:

GOAL > GOAL 1 High quality solutions for people living with MS/Progressive Neurological Disease (PND) in Queensland by raising the access, quality and geographic spread of service solutions.

GOAL 2 Societal, policy and sector reform that directly benefits our clients through highly regarded and influential advocacy.

GOAL 3 A strong, developing and sustainable organisation by having excellent people, strong finances, efficient processes and clever systems.

LONG TERM STRATEGIES (2020) > 1.1 Becoming the first choice in Queensland across the MS/PND lifecycle.

1.2 Servicing Queensland equitably.

1.3 Investing in e-health client technology.

2.1 Supporting and promoting cutting-edge MS research.

2.2 Becoming the lead advocate for people living with PND in Queensland; shaping government policy, public opinion and influencing social change.

2.3 Credibly reporting the impact of our work.

2.4 Having a dominant brand presence in Queensland.

2.5 Being the preferred partner of clients, state and local government and a top three partner for donors and the business community.

2.6 Successfully operating a Queensland PND alliance partner network.

3.1 3.2 3.3 3.4 3.5 3.6 3.7

Maximising the benefits of our assets, including its property holdings.

Operating financially sustainable activities.

Fundraising for service innovation and MS research.

Being the most effective and efficient not-for-profit in Queensland.

Being the best employer and volunteer placement option in our sector.

Investing in systems and technology that support our work.

Reducing our impact on the environment.

MEASURING OUR SUCCESS By the year 2020 we will assess the success of our Strategic Plan efforts through the positive impact we have made as an organisation in the lives of people living with MS. We will measure our success by:

1 The proportion of people living with MS/ Progressive Neurological Disease in Queensland that can access quality, timely and convenient service solutions.

2 The quality of life of people living with MS/PND in society and the level of general community awareness of disability issues.

3 The strength of our balance sheet, profitability, diversified revenue, safe, skilled and engaged staff and volunteers.

This year we began assembling the measures and indicators needed to track and report on the long-term success of our 2020 Strategic Plan.

23

MS QUEENSLAND | 2012 –13 ANNUAL REPORT

This year we continued to work closely and collaboratively with our national research arm MS Research Australia, contributing a total of $258,665 to MS research and further support for the annual Kiss Goodbye to MS campaign.

24

MS STORY Diagnosed with MS 19 years ago, Beverley was awarded Hervey Bay Citizen of the Year back in 2002.

BEVERLEY CORNWELL

68 YEARS OLD LIVING WITH MS FOR 19 YEARS “My MS story dates back to November 1978. I was 33 when I woke with blurred vision one day. I was treated with a high dose of cortisone and my vision returned.

Nine years went by before I began suffering from numbness in my right hand, and another five years before my eyes were again affected and the numbness in my hand got worse.

It was in 1994 when I made the four hour drive to Brisbane to see a neurologist who sent me for a MRI, which confirmed the suspicions I had developed over time that I had MS. I suffered a dropped right foot which caused me to walk with a slight limp and I continued working in aged care until I retired in 1999.

Over the intervening years I have slowly lost my mobility, becoming wholly reliant on a wheelchair in 2007.

Today, a motorised scooter lets me retain my independence on a daily basis within my home.

Yes, I am wholly reliant on assistance with my mobility, yet I am very fortunate to have a loving and dedicated husband of 50 years who makes my life worth living and supports me in undertaking many tasks able bodied people would balk at.

Geoffrey became my full-time carer with such a loving devotion even I find hard to comprehend at times.

Besides running our monthly MS support meetings for Hervey Bay and Maryborough, in 1998 I began organising an annual function the ‘Golden Originals’ to bring together the older pioneering generations of our community to reminisce about their youth and rekindle old friendships.

Originally having started with 38 people, the event now hosts more than 200 people each February and it makes me feel that I am still contributing to society.

I also write a monthly history column for our local paper and am now involved with the 150th year celebrations of Hervey Bay. I keep well, don’t suffer from pain and maintain a positive attitude, but it is Geoffrey my husband who deserves full credit for the person I am today. I have had a wonderful and fulfilling life, raised two sons, worked hard, travelled and I have a large extended family.”

OUR PERFORMANCE “In addition to the perennial challenge of delivering services across a vast and decentralised State, MS Queensland has tackled some major changes – principal among these being the development and first stages of implementation of the organisation’s 2020 Strategic Plan. The latter involved the setting of a number of ambitious targets for 2012–13 and, despite this level of ambition, very pleasingly, the organisation has made substantial inroads in each case.” Penelope Wensley AC, Govenor of Queensland and Patron, MS Queensland

CONTENTS 27 | Meeting the need 29 | Our reach and service delivery 35 | Communicating our work 36 | Who we work with 40 | Sustainability and our social impact 41 | How we performed during the year

26

MEETING THE NEED ADVOCACY

MS AMBASSADORS

The announcement of a national disability insurance scheme in May 2012 punctuated a strong year of advocacy activity. It has been a year full of action that asked our community to participate and join together, no matter where they live, to ensure the issues that affect people living with MS were understood.

Our MS Ambassadors are people living with MS who represent our organisation; taking different audiences on their personal journey of living with the condition. Our MS Ambassadors come in many guises; those who have shared their story about how they Live Positively with MS as well as our wonderful Mayor Paul Pisasale who hosted a World MS Day celebration for members of the MS community this year.

With the right supports and services, MS is a manageable condition for many people. Through our work, the issues that affect people living with MS are increasingly becoming better understood in our community. As MS is a lifelong degenerative condition affecting all aspects of life, a coordinated service approach for individuals and families must be adopted; to support employment retention, financial security, costs for aids and equipment and enabling them to access appropriate and timely services.

Our other champions of information are MS Advocates who focus particularly on promoting policy issues with government to affect change; meeting politicians to share knowledge of what it is like to live with MS and what they can do to help. Officially there are a number of people across Queensland who fulfill these roles.

Unofficially, we know there are thousands of great MS Ambassadors sharing information, raising awareness, and working together quietly achieving great results for the MS community.

We look forward to growing the voice of the MS community further over the coming year and connecting with more MS Ambassadors and MS Advocates to address the issues that matter.

We have continued to work with government and have reinforced our policy issues through submissions and proactively consulting with local, state and federal politicians to provide them with a better understanding of MS. Our top priority policy issues this year were: INSURANCE supporting and informing the national disability insurance scheme now called DisabilityCare Australia (refer to page14 for further information).

TRANSPORT petitioning the State Government when it suggested introducing a cap on the Taxi Subsidy Scheme, which was subsequently scrapped.

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EMPLOYMENT continuing to champion the issue of high unemployment for people living with MS by hosting a regional Employment Roundtable on the Sunshine Coast.

MS QUEENSLAND | 2012 â&#x20AC;&#x201C;13 ANNUAL REPORT

ENERGY sharing our voice on energy issues for people with MS and other chronic illnesses by participating in the Queensland Governmentâ&#x20AC;&#x2122;s Consumer and Industry Reference Group. We played a key role in providing direct input into key aspects of government policy and decision-making relating to electricity.

VV

â&#x20AC;&#x153;Our inspirational MS Ambassador, Ipswich Mayor Paul Pisasale, once again hosted a World MS Day celebration for members of the MS community during the year. MS Queensland is forever grateful to Paul for his drive and commitment, not only to MS Queensland, but to fighting the MS cause.â&#x20AC;? Natalie Walsh, Advocacy Manager,

MS Queensland

OUR REACH AND SERVICE DELIVERY As the only service provider specifically for people living with MS in Queensland, we deliver a number of core services to the community. With more than 2,000 registered clients across the state, our services need to be adaptable, diverse and increasingly accessible.

We have a service agreement with the Department of Communities to provide a range of services to people living with MS in Queensland. The service delivery requirements to receive this funding are broken into different service streams including long-term accommodation, respite, case management, therapy and information dissemination. Spending requirements for each service stream is specified in the service agreement.

Demand for our services during the year was stronger than ever as we continued to remain relevant, and responsive, in an everchanging disability sector environment.

KEY HIGHLIGHTS This year our Regional Service Coordination (RSCs) team secured external financial grants for equipment and services to the approximate value of $75,000. Of this, $35,000 was secured to assist seven younger people living with MS to remain living in their own homes through major home modifications and/or services. MS Queensland and our clients are very grateful to Youngcare for their valuable financial contribution.

We also provided 23 much needed workshops and information sessions on Fatigue Self-Management and Working with MS in 16 locations across Queensland, benefiting 380 of our clients.

A new initiative called READY (Resilience for Adults Every Day) was piloted in Brisbane with 24 newly diagnosed clients; participating one evening a week for seven weeks to learn self-coping and resilience strategies. The READY program was so well received that we intend to roll the series out across Queensland over the next two years.

1,560 home visits to clients by the RSC team.

960 clients referred to community-based services.

8% growth in new client registrations during the year.

6,560 client contacts made with people with MS. 5,000 calls were made with, and on behalf, of clients.

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MS QUEENSLAND | 2012 –13 ANNUAL REPORT

REGIONAL SERVICE DELIVERY “My RSC is wonderful. He is very knowledgeable and helpful. He always treats me respectfully and has helped me through some very trying times. I feel like I could contact him at any time for help.”

RSC client, Sunshine Coast, 2013 Our Regional Service Coordinators (RSCs) are the first point of call for Queenslanders living with MS, often at a time when they are scared and overwhelmed about the long-term effects of the incurable condition. We work one-on-one with our clients along their MS journey to facilitate the support necessary to be able to live, work and get the best out of life.

In continuing our plan to provide more support in local areas, this year we opened an office in Brisbane’s north side. This has allowed the RSC to meet more readily with her clients and build stronger relationships with the Brisbane North community and health service providers.

To further our capacity to meet face-to-face with more clients each year, we realigned our geographical boundaries to marginally reduce client numbers in Brisbane North, Brisbane South and Sunshine Coast and create a new region for Brisbane West. We are now based across seven regions and have a physical presence in five locations to better assist people living with MS:

1 Dutton Park: servicing Brisbane South, Brisbane West, Logan/Gold Coast areas.

2 Lutwyche: servicing Brisbane North.

3 Bokarina: servicing Sunshine Coast/Central Queensland.

4 Toowoomba: servicing South West Queensland.

5 Townsville: servicing North/Far North Queensland.

OUR JOURNEY

TOTAL REGISTERED CLIENTS IN QUEENSLAND*

2,048

400 350

OUR STRATEGY

300

pwMS 237

pwMS 341

pwMS 172

Brisbane Brisbane Brisbane Sunshine North/ Logan North West South/ Coast/ Far North & Gold Inner Central QLD Cost City QLD

South West QLD

* These numbers exclude the people living with MS in Queensland receiving only immunotherapy nursing and information services from MS Queensland.

OUR FUNDING

172

0

OUR PERFORMACE

pwMS – NORTH/ FAR NORTH QLD

50

pwMS 370

100

pwMS 381

150

pwMS 193

200

pwMS 354

250

pwMS – SUNSHINE COAST/ CENTRALQLD

370 pwMS – BRISBANE WEST

OUR PEOPLE

pwMS – BRISBANE NORTH

354

237

psMS – BRISBANE SOUTH/ INNER CITY pwMS – LOGAN & GOLD COAST

381

341

OUR FINANCIAL PERFORMANCE

pwMS – SOUTH WEST QLD

OUR GOVERNANCE

193

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PHYSIOTHERAPY “I enjoyed the social aspect of meeting other people with MS. I am very pleased with the improvement to my ability to balance which impacts on everything in my life.” Physiotherapy client, Dutton Park Clinic, 2013 For any stage of MS, a consultation with an MS specialist physiotherapist provides advice and strategies to minimise current and future impacts of MS on day-to-day living. Although MS can be progressive, improvements in quality of life and independence can be made through physiotherapy. MS Queensland delivers a range of quality programs guided by the latest research and evidence to keep people with MS active.

During 2012–13, we developed web-based physiotherapy and exercise services resources for people living with MS and travelled to Gladstone and Rockhampton to provide information and assessments. We also provided in-house physiotherapy and exercise therapy sessions to people living with MS in Brisbane (Dutton Park), Brisbane North (Chermside), Cairns, Gold Coast (Helensvale, Palm Beach and Robina), Redcliffe and Toowoomba.

Expanding the reach of MS-specific physiotherapy expertise to clients who have difficulty accessing our current clinics has been progressed with the appointment of a Project Officer to develop ‘mobile physiotherapy service’ options for 2013–14. A thorough investigation of MS-specific service options has been conducted and potential options identified.

Our partnership with the Heart Foundation to bring Heartmoves for MS training to Queensland proceeded with two physiotherapists gaining accreditation to train physiotherapists and exercise professionals locally. This association has also enabled MS Queensland to network with accredited trainers to develop MS accessible exercise groups in Stanthorpe, Ipswich and Brisbane.

DURING 2012–13 > We delivered 4,368 occasions of physiotherapy and 4,592 occasions of exercise therapy.

IMMUNOTHERAPY AND NURSING SUPPORT “Thank you so much for sending me travel bags – I am so appreciative of your support, advice and encouragement and am now looking forward to our holiday.” Nursing support client, 2012 Most treatments for MS are administered through injections, often daily. Our specialist MS Nurses provide instruction and advice to make this often difficult and daunting experience easier for people living with MS. MS Nurses now provide training and support for people’s prescribed immunotherapy medications across the state, travelling to deliver this personalised service.

During 2012–13 the Princess Alexandra Hospital Department of Neurology, in partnership with MS Queensland, opened an MS Clinic. The clinic operates every Monday morning for the dedicated support of people living with MS. Like the MS Clinic at the Royal Brisbane Hospital, this is an invaluable source of support and education for people with MS. DURING 2012–13 > We provided immunotherapy training and support to 334 people with MS across Queensland.

EDUCATION AND INFORMATION When a person is diagnosed with MS there is a lot of information to take in. Our education and information programs arm people with MS and their families with the information and tools to be able to participate in and enjoy life. Sessions are held across the state covering a range of topics including updates on current research, treatments and disease management, exercise and fatigue and working with MS, as well as information specifically for people newly diagnosed with MS. DURING 2012–13 > We held 35 educational and information events attended by 522 clients, family members and carers, health professionals and community support professionals. > We held 13 Fatigue Self-Management workshops in Brisbane, Redlands, Gold Coast, Rockhampton, Gladstone, Stanthorpe, Roma, Townsville, Bundaberg and Logan. > We held 10 Working with MS workshops in Mackay, Rockhampton, Brisbane, Gold Coast, Cairns, Sunshine Coast and Toowoomba.

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MS QUEENSLAND | 2012 –13 ANNUAL REPORT

Annerley Apartments is a community-based living model of four modern townhouses that caters for up to eight people living with MS requiring 24-hour care. Annerley Apartments encourages independence and community involvement.

Each townhouse accommodates two people with MS and operates with its own individual routine and life rhythm, thereby reducing the risk of institutional practices developing.

Since its inception, Annerley Apartments has been praised as an outstanding independent living initiative by the Department of Communities and the National Alliance of Young People in Nursing Homes.

DURING 2012–13 > We provided long-term accommodation and respite accommodation in Granston Lodge equating to 7,046 occupied bed days (2011–12: 7,446). > We invested $13,000 in our Granston Lodge staff so they have the necessary skills to support our ‘personcentred’ model of care; four staff completed a Diploma of Management, four staff a Certificate IV in Disabilities and one staff member a Certificate III in Disabilities.

DUTTON PARK HEADQUARTERS OUR FUNDING

Our primary care facility, Granston Lodge, was opened in 1974 by the then Deputy Premier and Treasurer of Queensland, Hon Sir Gordon Chalk. In its early days Granston Lodge accommodated 24 people living with MS and provided an additional eight respite beds. Today, Granston Lodge provides residential accommodation for 16 people with MS and has eight beds for planned or crisis respite, which helps keep many Queenslanders out of nursing homes.

> We benefited nine people living with MS with high-care needs, providing 24-hour care at Annerley Apartments equating to 2,793 occupied bed days (2011-12: 2,044).

Our State Headquarters at Dutton Park in Brisbane operates as our main service delivery centre and houses our operations and fundraising teams. On this site sits two Queenslanderstyle properties, the MS Op Shop and the residential accommodation facility Granston Lodge. Staff at our State Headquarters provide management and support services to our staff across the state including IT, finance, media and communications, human resources, marketing, donor relations, advocacy and administration.

OUR PEOPLE

GRANSTON LODGE

DURING THE YEAR:

INFOLINE We offer an InfoLine (1800 177 591) where anyone can access up-to-date, useful information on MS. Callers can find answers in one place; whether they are newly diagnosed with MS, a carer, family member, or someone from the public with an interest in the condition.

MCKINNON HOUSE

DURING 2012–13

McKinnon House is a specially-modified property located in Runaway Bay on the northern end of the Gold Coast. This peaceful retreat is offered to people with MS and other degenerative neurological conditions in need of respite. The waterfront home has six bedrooms and four bathrooms, accommodating up to 10 people for short stays. Whether fishing from the private jetty or watching the sun rise over the Broadwater, this is an ideal spot for families with a person living with MS to overcome the stresses of living with a disability.

McKinnon House was occupied for 44 weeks during the year.

> We answered 2,405 enquiries from the community (2011–12: 2,297).

OUR GOVERNANCE

For people developing severe MS symptoms, the idea of becoming dependent on others or feeling isolated from ‘normal’ society can be very daunting. Often those disabled due to their MS want to maintain their independence as much as possible and be free to participate in life as any other person would. To support these individuals we offer two high care accommodation facilities and to support the carers of those still living at home, we also offer respite and emergency respite.

> We distributed 17,008 resources on MS-related information (2011–12: 20,000+).

OUR FINANCIAL PERFORMANCE

accommodation client, 2013

OUR JOURNEY

“There has been tremendous support to enable me to engage in family activities and medical visits, sometimes at short notice. Trivia nights are a big hit with my family.” Granston Lodge, long-term

OUR STRATEGY

ANNERLEY APARTMENTS

OUR PERFORMACE

ACCOMMODATION AND RESPITE

> We facilitated more than 19,848 downloads from our online resource centre (2011–12: 15,600).

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COUNSELLING

PHYSIOTHERAPY

People with MS and their families often benefit from counselling to help them cope with the changes they may face in their lifestyle and wellness. We offer the services of a consultant psychologist who has many years’ experience working with and assisting people with MS. We believe counselling provided at the right time, to address a particular situation for a client, is critical. The wellness of a person with MS is enhanced, confidence and independence can grow and be strengthened; relationships and employment situations can be maintained. With that in mind, we have endeavored to expand our service offering to make counselling support more readily available.

REGIONAL SERVICE DELIVERY

&

During the year 1,880 counselling sessions (2011–12: 1,620) were provided to clients and clients’ family members; and advice provided to clients’ health practitioners. We also developed partnerships with the University of Queensland (UQ) and Queensland University of Technology (QUT) Schools of Psychology to offer our clients access to Universities’ counselling clinics offered at St Lucia and Kelvin Grove.

OUR REACH SERVICE DELIVERY

The partnership with UQ has also led to provisional psychologist placements at MS Queensland. Each semester we plan to have a placement working from our Dutton Park office to provide one-on-one counselling and group based programs. In 2013, the first student placement provided 50 sessions of counselling for people with MS.

ACCOMMODATION & RESPITE

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MS QUEENSLAND | 2012 –13 ANNUAL REPORT

“IMPROVING MY CORE STRENGTH AND BALANCE HAS HELPED ME WITH MY DAILY ACTIVITIES AND IN CARING FOR MY GRANDSON.”

“HE HAS SO MUCH CARE AND SUPPORT AND REALLY FEELS SAFE. HE HAS HIS OLD SELF CONFIDENCE AND CHEEK BACK WHICH HE HAD LOST BEFORE HE MOVED TO ANNERLEY.”

OUR JOURNEY

COUNSELLING

OUR PERFORMACE

FUTURE SERVICE DEMAND Planning to be able to cater for the future service demands of the MS community was a key focus of our service delivery during 2012–13. We identified three primary areas of focus for us in the coming years:

1 In-home respite

OUR FUNDING

“MY MS NURSE IS THE MOST AMAZING PERSON – I NOW HAVE SUCH CLARITY AND KNOW HE IS ALWAYS JUST A CALL AWAY NO MATTER WHAT TIME OF DAY.”

OUR STRATEGY

IMMUNOTHERAPY AND NURSING SUPPORT

There is a growing need to provide more residential respite accommodation beyond where our current service delivery capacity sits. We envisage this will be a combination of more respite accommodation in our facilities as well as flexible in-home personal care. Meeting this demand will require further funding and careful planning and implementation.

OUR GOVERNANCE

We feel it’s important to provide localised physiotherapy and exercise therapy programs to our clients across Queensland. Unfortunately, we don’t have the financial backing or human resources to provide these essential services in all parts of the state but we’ll continue to source skilled service providers to refer our clients across Queensland to.

3 Growing our educational events program

Due to a growing need for information about MS to enable people to make informed decisions about their future, our education and information programs grew in popularity during 2012–13. We plan to further increase the number of these events to equip people with the right information at the right time in their MS journey, in order to give them the power and independence to better manage their lives.

OUR FINANCIAL PERFORMANCE

INFOLINE

EDUCATION & INFORMATION

OUR PEOPLE

2 Localised physiotherapy and exercise programs

In the coming year, we plan to focus on developing new and appropriate funding models to successfully answer these service demands against our 2020 Strategic Plan.

34

COMMUNICATING OUR WORK “To ensure we provide people with MS with the most timely, up to date and accurate information, we need to remain ahead of the game. This year we focused our efforts on investing in a new website, expanding our reach across social media and looking at new ways to raise awareness of our clinical service offerings in regional Queensland.” Melanie Mead, Media and Communications Manager, MS Queensland

OUR NEW WEBSITE This year we launched our new website www.msqld.org.au after months of consultation and research. The website features new additions to support people with MS including a comprehensive list of our information and education events around Queensland; details on wellness and therapy options in regional Queensland; and an online resource centre offering the latest, reputable information on how to manage MS from across the world. This year we reached more than 46,800 unique visitors (up 32.7%) and we expect these results to improve even further in the coming year as we develop new online tools to educate and support the MS community.

SOCIAL MEDIA During the year we dedicated significant time and resources into our social media strategy through the use of Facebook, Twitter and YouTube. Across our Facebook pages we increased our likes by 59% to 16,740 members. Our Twitter feed also gained great traction and our followers increased by 86% to 1,025. Our YouTube channel also saw growth with the release of our 2013 ‘MS Stories’ campaign; we had more than 18,000 views on the channel during the year.

To keep up to date with the work we do, please join our online community: www.msqld.org.au www.facebook.com/msqld

INFORMING OUR CLIENTS To support our online presence we produce a monthly e-newsletter, MS Insight, for our clients and anyone with an interest in MS. The e-newsletter draws together information on the latest research and studies on MS from around the world and enables us to reach more people across the state, more regularly.

As well as our online communication offerings, we still support people with MS through printed publication for those with vision or dexterity problems. Our premier quarterly magazine, MS Life, remains an important tool to allow us to distribute relevant content to people living with MS and their families and carers. The magazine covers a diverse range of topics from MS Queensland news and upcoming MS events to lifestyle and latest developments in MS research.

IN THE MEDIA The media, like people with MS, often have many questions about the unpredictability and often invisible symptoms that come with living with MS. During the year we highlighted a number of important MS issues in media outlets across the state – and indeed, across Australia. Newspoll testing showed unaided awareness of MS Queensland at 6.8% (double from 3.4% the previous year). In total, more than $2.9 million in publicity was generated about MS in Queensland and we reached more than 56 million potential readers (up 26%).

The result of our media presence is already far-reaching but we have much more to do. In 2013–14 we plan to widen our media efforts and further promote our work across regional Queensland; promote early diagnosis by educating the public about what MS is and what the symptoms are; and to step up our advocacy efforts in readiness for the introduction of DisabilityCare Australia.

MS IN THE MEDIA MEDIA ACHIEVED

2010 –11

2011–12

2012–13

www.twitter.com/#!/msqld www.youtube.com/user/MSAustraliaQ

Total media hits

227

456

726

Total television

21

59

76

Total radio

34

97

219

Total print/ magazine

155

244

399

Total online

17

56

68

Estimated publicity value

$1,182,164

$2,362,153

$2,905,109

EXCELLENCE IN REPORTING MS Queensland was recognised as one of 10 finalists in the $5million to $30million category of the 2012 PwC Transparency Awards for our reporting during 2011–12. We were also awarded a Silver Award at the 2013 Australasian Reporting Awards.

35

MS QUEENSLAND | 2012 –13 ANNUAL REPORT

OUR JOURNEY

WHO WE WORK WITH OUR TOP DONORS We acknowledge the following top donors, trusts and foundations for their financial support over the last year.

Broadly our stakeholder groups include: • Private donors • Volunteers • Corporate donors • Corporate partners • Local, State and Federal government • Suppliers • Disability Services Queensland • Consultants • Bequest donors • Auditors • Personal and corporate fundraisers • Lottery customers • Unions • Volunteer Directors • Other charitable organisations • Universities • Staff • Media

OUR STRATEGY OUR PERFORMACE OUR FUNDING

In order to effectively support people living with MS across Queensland, we rely on the generous assistance of a number of external stakeholders. It is because of this support that we are able to fund important client programs and operate fundraising events that raise money to deliver MS services that nobody else in Queensland currently provides.

OUR PEOPLE

OUR STAKEHOLDERS

OUR GOVERNANCE

MS Queensland donors

John Leahy Jean Lorentsen Saabi On Manson Cafe Rohan McCaul Hayden McDonald Lindsay McGibbon Tony McIntosh M McLachlan Simon McNeilage L D McNiece F McWhinnie Alan & Bev Mead Janice Mitchell Karen Morton Tas Moulis Jennifer M Muspratt Nick Nicolaou Page-Hanify Family Benefaction Matthew Palavidis Michael Paris Gerda Pepping Dario Pigozzo Gary Radford J J Richards & Sons Pty Ltd Julie Riding-Hill Julanne Shearer Shorebrook Pty Ltd Taso Skourmallas Gary Spence David A Stanton Maureen Stevenson Michael Taylor Paul Taylor Bruce Thomas Lawyers Tony Toohey Louis Toumbas E G Truscott D S Wanigesekera C A White Noel Whittaker Jeff Wilkinson Glenn Winter Matt Yapp Felice Zaccari

OUR FINANCIAL PERFORMANCE

“We know the fear, uncertainty and daily challenges that multiple sclerosis can bring to individuals and families. Giving to MS Queensland is our way of helping fight this devastating disease.” Noel and Geraldine Whittaker,

Anderson Rotary Club Of Ashmore Bendigo Bank Stewart Barlow Don Battams James Beardsall John & Marie Bergin Charitable Trust P K Bird Kylie Birt Denis Brown Gladys Myrtle Brown Charitable Trust The Vinia Buchanan Memorial Trust The John Christopher Pascoe Memorial Charitable Trust Cameron Castle Anthony Caulfield Kenneth N Chadwick Anthony Conias Megan Conlon Duane Crowther Heather Darley Julian Drake Courtney Dunn Victor Dutton Chris Economidis J M Ellwood C W & J A Farmer Denise Fisher Anne Gardner Deborah Gill Cathy Goodhew Miles Goudie Noel Grealish S Greedy The Walter & Eliza Hall Trust John Harrison The Hart Family Perpetual Trust D R Harwood Kay Hawley Shane Heit Lincoln Hopper Mark James Order Of Saint John A M Jones Allan Larkin

36

OUR TOP FUNDRAISERS We thank the following top fundraisers who raised in excess of $1,500 for MS Queensland during the year.

George Ahlatis Jonathon Alcock Gary Allen John Anger Maree Antonio Manoli Archontoulis Michael Arvanitagis Ashley Bachmann Stuart Baker Michael Baker Joan Baker Lucielle Barletta Rachel Barr Mark Bartlett Andrew Bassingthwaighte Nicole Bates Jeannine Bayne John Blackley Mads Bladt Ian Bloemendal Caite Brewer Michelle Brodie Paul Brunnen Craig Button Isabel Byrne David Carberry Daniel Casey John Cassimatis Paul Chambers Jessalyn Chan Margy Chatburn Beth Clouston Kathy Clout Jonathan Coleman Rhonda Collings Graham Collins Tim Coltzau Anthony Conias Megan Conlon Brian Cronin Michael Dare Melissa Debonis Sarah Deluca David Dennett Anthony Diacos Rod Dixon Ashleigh Do Rozario

37

Jane Dowker Guy Dugdale Sherriff Dury Tyler Dutton Matt Eastman Wade Elofson Mark And Nathan Elvery Trevor Emerson Sophie Evans Gary Evans Paul Ewan Paul Flanders Michael Fovakis Keith Frame Paul Gagno Nicole Gallagher Fiona Gamble Paul Gatrell Brad Grant Joan Grasso Robert Guglielmi Jodie Hamilton Peter Hancox Julie Hanlon Shaun Hay Greg Hefferan Margaret Hegarty Christie Heiskari Thomas Hill Scott Hill Gary Hocking David Hodgson Teresa Hooper Chris Hooper Lincoln Hopper Maria Hosking Greg Howatson Andrew Hughes Mark James Mark Johnston Trent Jones Steve Kavanagh Rachel Kerr Scott Kind Michael Kirk Georgia Klinakis Sascha Kurz

MS QUEENSLAND | 2012 –13 ANNUAL REPORT

Thomas Lamb Patrick Langan Mitch Leaney Christian Lerable Sarah Leuenberger Michael Lewandowski Shane Lewis Jonathan Loraine Guy Lovell Brendan Lutter Russell Mann Alyssa Martin Helen Martin Charles Martin Kate McCaffrey Hayden McDonald Lindsay McGibbon Tony McIntosh Phillip McKee Sholto McNeilage Ken McNeill Nicki Milios Guy Mitchell David Moore Peter Moore Tas and Janice Moulis John Moy David Mulvaney Jeremy Murfin Paul Myers Sophie Naughton Steve Nielsen Heather Nucifora Nicole O’Boyle David O’Brien Timothy O’Brien Michael O’Flynn Brooke O’Mahoney Tim O’Maley Kerry O’Neill Tom O’Reilly Natalie Pacaud Paul Pacaud Shelley Padgett Mark Passante Nathaniel Pearce Jenny Pearson Max Pedroni Simone Pepin Stuart Phelps Robert Phillimore Simon Phillips Dario Pigozzo

Toby Plummer Sharon Porter Josie Mary Potter Tim Pulman Sharmila Raju Kylie Rayner Eleanor Rigden Tanya Rizzo Steve Robertson Rebecca Rooney Desmond Ryan Stephanie Schmidt Stephen Schuffelen Keith Sharpe Leona Skene John Sloman Karyn Smith Susan Smith Kelly Smith Manuel Soffos Tyler Spence Brett St Pierre Darryl Standfield Louise Steele Jayne Strohfeldt Rosemary Symonds Timothy Taylor Michael Taylor Nathan Tessmann Andrew Thompson Jonathan Thorburn Steven Toomey Jeremy Turnbull Peter Turnbull Ian Vandenput Jason Vella Stephen Walsh Jared West Liz White Bianca Williams Emma Williams Steph Williams David Wilson Michael Wilson Chris Wilson Dan Wilson Anna Wingrove Sam Wood Tracey Woolford Michael Wright Michael Youl Paul Zernike

The following organisations have provided support and/or sponsorship to MS Queensland during the year.

Gifts in Wills help transform our ability to serve people living with MS. Because these gifts are often above and beyond budgeted service delivery, they open new doors in the fight against MS and challenge us to create lasting and innovative solutions to priority needs.

Fifteen donors included MS Queensland in their Will this past year, contributing more than $784,900 to support thousands of Queenslanders living with MS. This marks a 25% increase in gifts from Wills over last financial year.

OUR PERFORMACE

For people living with MS, it can sometimes be a struggle to embrace hope and look to the future with joy. No matter what the size, a gift in your Will to MS Queensland helps ensure longevity of services and the ability to adapt to changing needs over time. In short, a gift in your Will is the gift of enduring hope.

OUR FUNDING

We thank all those who have generously included MS Queensland in their Will listed below. We are proud to partner with you in realising a world free from MS and its devastating impact. For more information or to arrange a confidential meeting to discuss including MS Queensland in your Will please contact Colleen de Keratry, Philanthropy Manager, on 07 3840 0821 or email colleen.dekeratry@msqld.org.au

OUR PEOPLE

Estate of Kenneth G & Edith Estate of H J Baker Estate of Phyllis Dorothy Burt Estate of Catherine Ellen Carter Estate of A & P E M Coulson Estate of Constance Elizabeth Dean Estate of Doreen Sarah Embrey Estate of Peter David Ferguson Estate of Edgar B C Harding Estate of Steven Kristaly Estate of Ruby Norma Mahaffey Estate of Florence Agnes Todd Estate of Fay Howard Ussher Estate of Jean Marie Wallace Estate of Anthony L R Weston

OUR GOVERNANCE

Activ Cycle Coaching Australian Bananas Australian Institute Quality Surveyors Baulderstone Pty Ltd Qld Bracken Ridge McDonalds – Rod Chiapello Carman’s Designbylook Enerflex Ltd Event Management Solutions Australia Fergies Printing GJI J2 Ideas and Events KPMG Master Engravers McCullough Robertson Mercedes-Benz Gold Coast Myriad Technologies Optomo Planet Cycles PwC Qpaint Radio 4BH Radio 97.3FM Scody Screen Offset Printing Switch Creative Thomas Direct

OUR JOURNEY

BEQUESTS – THE GIFT OF ENDURING HOPE

OUR STRATEGY

OUR CORPORATE SUPPORTERS

OUR FINANCIAL PERFORMANCE

Without the selflessness of our donors, individual fundraisers and corporate supporters, MS Queensland just wouldn’t be able to fund the vital services and MS research needed to better the lives of people living with MS.” Ben Cox,

Director of Fundraising, MS Queensland

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OUR STRATEGIC ALLIANCES In addition to our important stakeholders, we have built strong strategic alliances to help us achieve our organisational vision and mission. Some of our strategic alliances include:

BAULDERSTONE (NOW LEND LEASE BUILDING) Baulderstone has worked collaboratively with us over a number of years to assist with the development of our property assets. The major focus of work in 2012–13 centered on securing a commercially viable development application for our Coorparoo site. After hard work and a significant investment, the Development Application (DA) for the site was achieved in May 2013. The initial intention of the development was to provide high care and respite housing for people living with MS in a larger mixed used residential development, however it was later decided that having smaller stand-alone MS housing solutions would be more appropriate; freeing up the Coorparoo site for full commercial redevelopment and sale. We wish to acknowledge the terrific support and advice provided by Peter Morrow and Malcolm McClelland (former Baulderstone staff) in securing DA approval for the site. Their work and expert assistance will secure a significant financial return that will enable us to commence execution of our long-term housing strategy.

their national activities and media campaigns at a local level. In addition, our Chairman and Deputy Chairman act as Directors of the MS Australia Board.

MS RESEARCH AUSTRALIA MS Research Australia aims to accelerate progress towards finding a cause and cure for MS. Established by the state MS Societies, the organisation funds and coordinates Australian MS research on our behalf, with several promising studies in Queensland currently underway. We contribute to MS Research Australia’s Kiss Goodbye to MS campaign each May and support national activities and media campaigns at a local level.

MS INTERNATIONAL FEDERATION The Multiple Sclerosis International Federation was established in 1967 as an international body linking the activities of national MS Societies around the world. Their mission is to lead the global MS movement and to improve the quality of life of people affected by MS. MSIF manages World MS Day activities internationally and we support them by sharing and promoting international research, exchanging information, and providing advocacy support for people living with MS stemming from the annual World MS Day themes.

DEPARTMENT OF COMMUNITIES, CHILD SAFETY AND DISABILITY SERVICES

PROGRESSIVE NEUROLOGICAL DISEASE (PND) NETWORK

The Queensland Government Department of Communities, Child Safety and Disability Services (Disability Services) provides subsidy funding to MS Queensland in order for us to provide essential services to people with MS including long-term accommodation, respite, case management, therapy and information services.

This year we instigated the establishment of an informal “alliance” of nine Queensland-based Progressive Neurological Disease (PND) agencies. Represented by the CEO’s of each organisation, the alliance offers opportunities to network, share ideas and is currently working on a joint DisabilityCare proposal to the Queensland Government.

EVANS & PECK

MCCULLOUGH ROBERTSON

Evans & Peck is a global advisory firm that provides project and business solutions to clients who develop, operate and maintain physical assets in the infrastructure and resources industries.

During the year, David Hodgson from Evans & Peck continued to support our organisation by providing mentoring and advice to the members of our Executive Leadership Team.

McCullough Robertson is a commercial law firm which take a team approach with clients throughout Australia and develop strategies to deliver valuable, commercially sound and results-driven outcomes. They offer a depth of knowledge that transcends the basic tenets of the law to encompass innovative thinking, a commitment to continual improvement and accountability, successfully integrating legal expertise with business acumen. During the year McCullough Robertson provided us pro bono legal advisory services; kept us abreast of developments with the Australian Charities and Not-for-Profits Commission, WH&S and Human Resources; and provided industrial relations advice concerning the proposed development of a single Enterprise Bargaining Agreement for our staff.

MS AUSTRALIA MS Australia is the national body for MS in Australia; consisting of each state-based MS Society together with its subsidiary MS Research Australia. We work closely with MS Australia to enhance the quality of life of people with MS and support

39

MS QUEENSLAND | 2012 –13 ANNUAL REPORT

OUR ENVIRONMENTAL COMMITMENT

Use of ENERGY EFFICIENT printers, copiers and computers.

Continuation of our program to replace our current motor vehicle fleet with more FUEL EFFICIENT VEHICLES. In 2012–13 four vehicles were replaced.

OUR FUNDING

We are committed to continuing to reduce our environmental footprint through the ongoing development, implementation, monitoring and review of environmental management systems and compliance with all relevant environmental legislation.

In 2013–14 we will be developing an MS Queensland Environmental Policy and defining the metrics for measuring and reporting our environmental performance.

OUR PEOPLE

Our 2020 Strategic Plan records MS Queensland’s commitment to minimising our environmental footprint. We achieved this during 2012–13 through the following initiatives:

OUR PERFORMACE

Our organisation also joined the Watt Savers CitySmart Program; an initiative of RioTinto and Brisbane City Council which offers advice to small to medium sized enterprises about increasing energy efficiency, as well as an onsite audit program. We are very grateful for those individual staff who are passionate about reducing our organisational impact on the Revision of our WASTE environment and for taking steps to do so. We have made a DISPOSAL policy and start this year in identifying areas that could form part of an MS procedures.

Queensland environmental strategy to assist staff in reducing their impact on the environment, but have found it challenging to devote the time and resources to develop the strategy fully.

Completion of an ASBESTOS AUDIT of our sites. We completed audit actions within the established timeframe and in accordance with our commitment to our staff, clients and the Board and implemented an ongoing asbestos management plan.

OUR GOVERNANCE

Use of WATER TANKS.

Our organisational strategy in 2012–13 in this area was to reduce our environmental impact. During the year we made incremental steps towards this goal and as part of this work, a small group of employees developed a green paper to highlight waste and inefficiency throughout the organisation.

OUR FINANCIAL PERFORMANCE

Use of SOLAR PANELS on all buildings at our Dutton Park site, Annerley site and McKinnon House respite accommodation on the Gold Coast.

ENVIRONMENTAL POLICY AND PROCEDURES OUR STRATEGY

We are committed to meeting and exceeding community expectations and standards, through our management and control of environmental issues. We achieve this year on year through developing new processes and initiatives, adopting new technology, and disseminating environmental information to our staff, volunteers, sub-contractors and contractors.

OUR JOURNEY

SUSTAINABILITY AND OUR SOCIAL IMPACT

RECYCLING program and double-sided printing.

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HOW WE PERFORMED DURING THE YEAR OUR STRATEGY >

WHAT’S NEXT ?

To become the first choice in Queensland across the MS/PND lifecycle WE SAID we’d accurately understand the met and unmet > To work in partnership with tertiary needs of people living with MS/PND in Queensland. institutions to facilitate focus group research identifying the diversity of needs WE DID across the MS lifecycle.

• develop fee-for-service model for respite > To undertake a gap analysis of the needs accommodation services , partnering with private of newly diagnosed clients versus our providers and other PND organisations. current service offerings.

WE SAID we’d clearly articulate and update our service > To re-cost all current MS Queensland offerings and capabilities for people living with MS/PND in service offerings and capabilities, using Queensland. benchmarking against organisations using the same costing tool where possible.

WE DID > To review our InfoLine services.

• define and true-cost all current MS Queensland service offerings and capabilities.

• determine our role in accommodation and respite for people living with MS/PND in Queensland.

WE SAID we’d develop a unique value proposition for our areas of work with people living with MS/PND in Queensland.

WE DID • map the activities and desired outcomes of all MS Queensland services.

• increase contact and referrals from Queensland neurologists.

WE SAID we’d ensure MS Queensland clinical services were delivered to world’s best practice standards.

> To develop ‘outcome and impact measures’ of our services aligned to where services are needed in Queensland.

> To complete the excellence framework for physiotherapy and nursing services.

CARRIED FORWARD • to develop and initiate a framework for excellence in clinical practice for MS Queensland services.

• to benchmark the quality of our clinical services against the best in field. > To develop a marketing and communications strategy for current and future MS Queensland client services.

CARRIED FORWARD > To actively market the new fee-for-service • to use targeted marketing strategies to increase respite service and evaluate the take-up awareness of available service offerings in identified areas and effectiveness of the service. of the state. > To raise awareness of MS services and research amongst our staff.

WE SAID we’d raise awareness of available clinical service offerings in key areas of the state.

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MS QUEENSLAND | 2012 –13 ANNUAL REPORT

OUR JOURNEY

OUR STRATEGY >

WHAT’S NEXT ?

OUR STRATEGY

To service Queensland equitably > To deliver an RSC office option for the Gold Coast and explore options for Central Queensland. > To investigate and secure preferred suppliers of holiday respite WE DID accommodation.

• establish an office in North Brisbane. > To explore options for integrated • scope out permanent hub locations and prioritised their “service hubs” alongside new residential rollout matched to available funding in these locations. accommodation facilities.

OUR PERFORMACE

WE SAID we’d establish permanent physical service hubs on the Gold Coast, Brisbane South and Brisbane North, Sunshine Coast, Toowoomba, Rockhampton and Townsville.

> To launch the MS client App and evaluate its effectiveness. We will also explore its conversion to an Android platform.

WE DID > To explore the use of webinar type tools • develop a smart phone “MS App” for clients. for servicing clients.

• explore and initiate the use of available technologies to > To identify and publicise appropriate MS expand our service reach across Queensland. community supports available in the • identify and match local service provider capacity to Redlands, Logan and Ipswich areas. client need. > To expand our allied health offerings • develop and consolidate partnerships with community (e.g. RSC, physios) with the PA Hospital and health service providers to expand our program MS Clinic. delivery (e.g. Heartmoves for MS, fatigue selfmanagement, counselling, MS multi-disciplinary specialist > To explore interest and opportunity for an MS Clinic in the Townsville Hospital. clinics).

OUR PEOPLE

OUR FUNDING

WE SAID we’d develop specific outreach and facilitation servicing models.

To be the preferred partner of clients, state and local government and a top three partner for donors and the business community OUR GOVERNANCE

WE SAID we’d deepen our relationship with government. > To establish a further 10 meaningful relationships with key Queensland WE DID Government Ministers and bureaucrats.

• establish 10 meaningful relationships with key > To make at least two further submissions Queensland Government Ministers and bureaucrats. to government with enquiries/comments.

• make at least two submissions to government with enquiries/comments on current policies. > To create an MS Queensland Corporate Partnership Program. > To engage two new corporate partners in WE DID the first year of the program.

• build significantly beneficial partnerships with at least two Queensland corporates.

OUR FINANCIAL PERFORMANCE

WE SAID we’d build strategic partnerships with other organisations and the wider business community.

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CONTINUED >

HOW WE PERFORMED DURING THE YEAR OUR STRATEGY >

WHAT’S NEXT ?

To become the lead advocate for people living with MS/PND in Queensland; shaping government policy, public opinion and influencing social change WE SAID we’d establish and build relationships with key Queensland influencers.

WE DID • establish 10 meaningful relationships with key Queensland influencers.

WE SAID we’d add value to the local and national development of the NDIS. WE DID • actively support the Every Australian Counts campaign.

WE SAID we’d encourage, support and harness grassroots advocacy.

WE DID • establish consistent communications support for all PwMS support groups .

• our CEO visited more than 20 PwMS support groups.

• improve communication with PwMS support groups through targeted staff presentations and leadership visits.

> To establish a further 10 meaningful relationships with key Queensland influencers.

> To actively participate and influence Queensland involvement in the DisabilityCare implementation. > To utilise formal and informal networks to raise awareness and acceptance of DisabilityCare and to gather feedback on its implementation. > To explore new and effective ways of supporting PwMS (e.g. virtual groups, blogs, Facebook). > To increase engagement and participation of PwMS, particularly newly diagnosed clients, with our advocacy agenda.

> To find ways to make MS information WE SAID we’d deliver audience-specific communication to government, the general public, corporates, supporters, readable and accessible e.g. by partnering MS Queensland members and people living with MS/PND. with MS Translate. > To increase circulation of MS Life by 5%.

WE DID > To increase our social media presence by • create a comprehensive ‘Case of Support’ document for 10% across Facebook and Twitter. four service areas: accommodation; therapy services; community outreach and research.

• acquire and foster a prospect list of influential/high net worth individuals who have an interest in supporting people living with MS/PND in Queensland.

• increase the circulation of our publications Momentum and MS Life.

43

MS QUEENSLAND | 2012 –13 ANNUAL REPORT

OUR JOURNEY

OUR STRATEGY >

WHAT’S NEXT ?

WE SAID we’d get a Queensland Progressive Neurological Disease (PND) Alliance partner network off the ground.

OUR STRATEGY

To successfully operate a Queensland PND alliance partner network > To have the Queensland PND Alliance up and running and working on at least one project.

OUR GOVERNANCE

OUR PEOPLE

OUR FUNDING

OUR PERFORMACE

WE DID • formalise the Queensland PND Alliance concept.

• initiate the Queensland PND Alliance.

OUR FINANCIAL PERFORMANCE

“The announcement of a national disability insurance scheme in May 2012 punctuated a strong year of advocacy activity. It has been a year full of action that asked our community to participate and join together, no matter where they live, to ensure the issues that affect people living with MS were understood.”Natalie Walsh, Advocacy Manager, MS Queensland

44

MS STORY Regina was diagnosed with MS in 2010 after several years of frustration and confusion not knowing why she was experiencing certain symptoms.

REGINA BROOK

45 YEARS OLD LIVING WITH MS FOR 3 YEARS Regina has relapsing-remitting MS and while she currently doesn’t need a wheelchair, she has had some severe MS exacerbations where she couldn’t walk or talk.

“The morning that I woke up and couldn’t walk or talk…that’s when I had to own up and say to my husband ‘I think I need to go to the doctor.’

We came home from the neurologist and I got straight on the phone to MS Queensland, and the next day there was a huge pack in the mail of information. To know that MS Queensland is a phone call away, puts my mind at ease.

The information they gave me got me out of a dark hole I was in. Because that’s where I would still be without them…in that dark hole.”

To educate others about the unpredictability of MS, Regina’s young son Jack, aged 10, wrote this essay for school: “Regina Brook is a wonderful woman. Positive, bubbly and beautiful, and living with MS. Her courageous journey all started in 2010 when she was diagnosed with MS. …when the doctors delivered the news that she had MS, Regina and her family were devastated. Thinking this meant

a cruel future in a wheelchair, they were all left feeling a little naïve after speaking with the knowledgeable people from MS Queensland. She pulled herself together, and went shopping!

Yes that’s right, shopping. Her motto is ‘when the going gets tough, the tough go shopping!’

Family, friends and the future – these are the things that have kept her positive. Along with her job which has given her something to get out of bed for in the morning, and she does, no matter how much she is hurting. This is where her beloved shoes come into it! …This just shows what a brave and tough woman she really is.

When she has a bad day she tells herself to ‘suck it up’ and focuses on the good days. Since being diagnosed, the good days outnumber the bad, but MS is far from predictable and things can change in an instant. …being diagnosed with MS definitely changed her outlook on life. Nothing is kept for ‘good’ because as far as she is concerned every day she wakes up and can walk and talk is a ‘good day’ for her, and her family.”

OUR FUNDING “When I was diagnosed I didn’t know anything about MS except I thought people ended up in wheelchairs. My first thought was my kids. How was I going to look after them? MS Queensland became my lifeline. They facilitated connections for me that made all the difference from hopelessness to hope. They helped me believe that I could live with this MS thing well, and that it didn’t have to destroy everything I’ve ever hoped for.” Debbie, MS Queensland client, 2012

CONTENTS 47 | How we raise funds 50 | How we performed during the year

46

HOW WE RAISE FUNDS PUBLIC FUNDRAISING

EVENT FUNDRAISING

Our fundraising strategy is based on three major areas: donations, lotteries and events. Our focus is to connect the broader community with the often devastating impact of MS using a combination of personal stories and facts about the disease and our service delivery. We also concentrate on producing the highest quality products for our supporters through the following: • professional events; • industry-leading prizes and odds in our lotteries; and • multi-channel engagement through mail, email, and online video elements.

Our industry-leading events continued to increase in popularity during 2012–13 with a 24% increase in event income from last financial year.

Overall 2012–13 was another outstanding year across all of our fundraising areas. This was mainly due to higher than budget results in our lottery programs and strong growth in our major events: the MS Brissie to the Bay bike ride and MS Moonlight Walk.

Budget 2012–13

1,400,000 1,000,000

800,000 600,000

Appeals

Events

Lotteries

Note: Fundraising expenses include direct program expenses and staff costs, and exclude administrative overheads.

Bequests/ Donations

4,500,000

Actual 2012–13

4,000,000

Budget 2012–13

3,500,000 3,000,000 2,500,000 1,500,000 1,000,000

47

900,000

393,126

MS Moonlight Walk

317,662

275,000

42,662

MS Swimathons

193,565

200,000

(6,435)

Big Dinner Party

61,789

120,000

(58,211)

MS Cycle de France

81,758

50,000

31,758

MS Men’s Lunch

34,005

39,000

(4,995)

200,650

150,000

50,650

2,182,555 1,734,000

448,555

MS BRISSIE TO THE BAY BIKE RIDE

The annual MS Moonlight Walk also continues to experience huge growth with 3,000 walkers taking part in the 2012 event. The walk raised $317,662 in donations, a 63% increase from 2011.

The success of our MS Swimathon events has continued to help fund our vital work – particularly in regional areas. This year saw the inception of two new swims in Toowoomba and Rockhampton plus the rollout of swimathons in Cairns, Jindalee, Redcliffe, Gold Coast and Townsville. Together the seven swims raised an incredible $193,565 in donations.

BIG DINNER PARTY

2,000,000

$0

1,293,126

MS SWIMATHONS

FUNDRAISING PROGRAM INCOME 2012–13

500,000

MS Brissie to the Bay

MS MOONLIGHT WALK

400,000 $0

Target

The MS Brissie to the Bay bike ride continues to be one of Brisbane’s most popular cycling events. The 2013 ride smashed all records with 5,800 participants, 394 teams and $1,293,126 raised in donations, which was up 42% from 2012.

1,200,000

200,000

Donations

TOTAL $ Actual 2012–13

1,600,000

Over/ (Under)

Event

Community Fundraising

FUNDRAISING NET INCOME 2012–13 1,800,000

EVENT DONATIONS AT A GLANCE

Appeals

Events

Lotteries

MS QUEENSLAND | 2012 –13 ANNUAL REPORT

Bequests/ Donations

Now in its second year, the Big Dinner Party program raised donations of $61,789. Whilst the event didn’t experience as much growth as planned, we’re confident that the new low-cost ‘dinner host’ formula will become a key fundraising program for MS Queensland in years to come.

OUR JOURNEY

MS MEN’S LUNCH

OUR STRATEGY

Our annual corporate KPMG MS Men’s Lunch was successful, however net income was 13% down on budget. This has been attributed to fewer prize sponsors, low levels of growth in attendee numbers and increasing costs.

MS CYCLE DE FRANCE

OUR PERFORMACE

June 2013 saw the launch of the MS Cycle de France, where a group of 11 committed cyclists endured a five-day cycling tour through the French Alps. The team rode more than 525km from Archamps to Monte Carlo via the Col du Galibier, Col de la Bonette and many other ‘classic climbs’, raising $81,758 to fund life-changing physiotherapy services.

COMMUNITY FUNDRAISING

OUR FUNDING

‘RIDING FOR PEOPLE WITH MS WAS SO HUMBLING’

OUR GOVERNANCE

OUR PEOPLE

During the year our incredibly dedicated community fundraisers across Queensland worked together to raise $200,650 in donations through community-run initiatives.

This was a 27% increase on 2011–12.

EVENT FUNDRAISING

OUR FINANCIAL PERFORMANCE

‘RAISING MONEY TO HELP PEOPLE WITH MS GIVES YOU SUCH A GOOD FEELING.’

48

DONATIONS AND APPEALS

EFFECTIVE MEASURES OF SUCCESS

In 2012–13 we expanded our donor program to include a new targeted donor newsletter – Momentum. During the year we conducted four appeals and three newsletter campaigns; contacting a mix of current, lapsed and prospective donors. Each campaign focused on an aspect of our mission and featured the story of a person living with MS who receives a direct benefit from our services. These programs were centered around four themes – Easter, Tax, Spring and Christmas.

All of our fundraising programs at MS Queensland are reviewed upon completion each year to ensure they are meeting three key criteria:

We also reinvigorated our Regular Giving program by developing an initiative to migrate event participants, lottery purchasers and donors to our monthly giving program. This program will continue to expand in 2013–14.

LOTTERIES (ART UNIONS)

1

Integrity: Are we acting with honesty and integrity in dealing with our donors, supporters and clients? We ensure that our marketing claims are accurate and that the donor’s wishes are met. We also ensure that each fundraising program treats our clients living with MS with dignity and respect.

2 Viability: Is the program making enough profit to justify our

investment? We have a thorough accounting process that ensures proper matching of costs with each activity to give a realistic view of the program’s success. We ensure that administration, IT and organisational costs are allocated to each activity, along with staff time and direct program costs.

3 Innovation: Are we being as effective as possible in using

new technology and new ideas to minimise costs and maximise supporter experience? The fast changing and competitive nature of the fundraising industry drives us to maintain our relevance to new supporters by industry-leading online initiatives for both new and established programs.

The MS Limited Edition Art Union has been running for over 24 years and remains one of our major sources of income. We run eight draws a year with prizes including Mercedes-Benz vehicles, luxurious holidays and other money-can’t-buy experiences.

With only 8,000 tickets in each draw, this is one of the best odds lotteries in Australia. For loyal supporters we also have two invitation-only draws a year called the MS 300 Club.

This year we held our 150th lottery draw. To celebrate, we offered our Autobuy members the chance to win a new model A250 Sports vehicle as well as the main Mercedes-Benz C63 AMG prize. This special lottery boosted our Autobuy member count by hundreds and was the most successful Autobuy campaign yet.

OUR LOTTERY PROGRAM RESULTS Actual Ticket Sales

Budget

Variance

$4,188,950

$4,312,000

(3%)

Expenses

($2,734,596)

($3,079,829)

11%

SURPLUS

$1,454,354

$1,232,171

18%

NOTE: Lottery expenses include direct program expenses and staff costs, and exclude administrative overheads.

49

MS QUEENSLAND | 2012 –13 ANNUAL REPORT

FUNDRAISING PRINCIPLES AND STANDARDS Our fundraising management staff are all members of the Fundraising Institute of Australia (FIA) and we are committed to maintaining the Institute’s ‘Principles and Standards of Fundraising Practice’. Further details can be found on their website www.fia.org.au

COMPLAINTS POLICY Any complaints that arise through our fundraising activities are treated seriously and are investigated by the manager of the specific program. Our policy is to respond to complaints within five working days. MS Queensland maintains a complaints register for all fundraising activity and measure our number of complaints monthly to ensure they are at an acceptable level.

OUR STRATEGY >

OUR JOURNEY

HOW WE PERFORMED DURING THE YEAR WHAT’S NEXT ?

OUR STRATEGY

To operate financially sustainable activities > To embed the targeted Major Gifts program to help fund the initial stage of our high care WE DID accommodation strategy.

• launch a Major Gifts program during the year; > To grow our low-risk/low-cost • double the participation in the MS Regular Giving “host” fundraising programs to program; 10% of event fundraising income.

• grow our low-risk/low-cost “host” fundraising programs > To grow the MS Regular Giving to 10% of our event fundraising income; and program by 400 donors.

• deliver two new MS Swimathons in areas aligned to > To create and define a 5-year regional service delivery.

Donor Engagement Strategy that incorporates appeals, bequests, major gifts, regular giving and event participants.

OUR FUNDING

OUR PERFORMACE

WE SAID we’d diversify the fundraising revenue mix and configuration.

To fundraise for service innovation and MS research > To raise a $60k profit through the 2014 Kiss Goodbye to MS campaign. > Raise a $50k profit through WE DID focusing on an MS Research • create a comprehensive Case of Support document for Project in the Spring Appeal. four service areas: accommodation, therapy services, community outreach and research.

OUR FINANCIAL PERFORMANCE

OUR GOVERNANCE

OUR PEOPLE

WE SAID we’d begin to reconfigure fundraising towards service innovation and research, particularly focusing on individual and corporate donors.

50

MS STORY Since his MS diagnosis in 2007 and despite a number of more recent challenges, Brendan is living his life with startling optimism.

BRENDAN O’CONNOR 44 YEARS OLD LIVING WITH MS FOR 6 YEARS

This year, Brendan shared his personal story on camera for us, which has already been watched by hundreds of viewers on our YouTube channel www.youtube.com/user/MSAustraliaQ “I was diagnosed with MS and the first neurologist I saw told me to wait three years and ‘see what happens.’”

Within a couple of years, Brendan had become confined to using a wheelchair, but tried to maintain a positive attitude.

“You have all your normal aspirations and dreams and all it takes is one phone call and you’re thinking ‘I’ll be a crippled invalid’– it was quite a big change to my life.”

Three years later, Brendan decided to meet with a psychologist at MS Queensland who, according to Brendan, was a real turning point for him.

“The psychologist probably grabbed me at the right time when I was in a very bad place and he helped me through that. I thought I’ll get whatever help is required and just see through this thing that is MS.” Our psychologist service helped Brendan better accept the condition and gave him hope to manage and live with MS the best he can. He also decided to commence one of our threemonth physiotherapy courses.

“As soon as I started the physiotherapy course at MS Queensland I saw what was achievable.

I did a course at the Dutton Park Clinic on general agility and at the start I was in a real black mood, but at the end of the course it was really strange. I was gradually learning to stand and walk again.

I remember one day, I stood up by myself in the bathroom and it was a ground breaking thing. I was just grinning from ear to ear. It was really quite something special.”

Brendan says he owes his improved mobility and positive thinking to MS Queensland and the caring services we are able to provide for people living with MS. “I don’t know what would’ve happened if I didn’t have access to those services. The Physiotherapy Department is just fantastic, I don’t think they actually realise what an important job they do.

They may think they are just doing their jobs but they are changing people’s lives.”

OUR PEOPLE “Our staff are key to MS Queensland’s success and influence within the disability sector. It is crucial we have the right people, in the right roles, doing the right work. We work hard to recruit and retain the very best people and our rigorous performance management and review process fosters a high performance culture.”

Maxine Milburn, HR Manager, MS Queensland.

CONTENTS 53 | How we operate 54 | Our Executive Leadership Team 55 | Our staff 56 | Our values 57 | Our volunteers 59 | Safety in the workplace 60 | How we performed during the year

52

HOW WE OPERATE “I started at MS Queensland as a casual with the MS Readathon over 18 years ago. I then joined the Operations team and now work full-time in administration. While enjoying my personal growth I have also enjoyed watching the MS Society grow and take on new challenges.” Wendy Swan, Administration

Every day our committed staff work collaboratively to ensure that MS Queensland is the first choice for MS information, education, treatment, care and support for people living with MS across Queensland. We operate three core departments – Services, Fundraising and Operations – each of which has a director and small management team overseeing its day-to-day operations.

Assistant, working with MS Queensland for 18 years

To improve efficiencies across the organisation, our structure is designed to ensure the right people are in the right roles and getting the most out of their career with us. Our Executive Leadership Team (ELT) is made up of the CEO and three Department Directors and meets fortnightly to discuss strategy, operational performance, planning, safety and people. Our Operations team supports the important work of our Services and Fundraising teams by providing administration, media and communications, HR, finance and IT services.

Immunotherapy services Community services

SERVICES TEAM

Counselling services Education and Information services

LED BY KAREN QUAILE

Physiotherapy services

Director of Services

Residential services

Bequests and legacies

Volunteer services

FUNDRAISING TEAM LED BY BEN COX*

Director of Fundraising

CHIEF EXECUTIVE OFFICER LINCOLN HOPPER

Administration Finance and governance Human resources Volunteer coordination Information technology

Donor development Fundraising and events Lotteries

OPERATIONS TEAM LED BY NIGEL FLETT Director of Operations

Media and communications Workplace health and safety and environment Individual advocacy and support Government policy advice Support for PwMS Support Groups

53

MS QUEENSLAND | 2012 –13 ANNUAL REPORT

Advocacy Team LED BY NATALIE WALSH Advocacy Manager

OUR JOURNEY

OUR EXECUTIVE LEADERSHIP TEAM CHIEF EXECUTIVE OFFICER Lincoln Hopper

OUR PERFORMACE

OUR STRATEGY

Following a short career in the finance industry as a licensed stockbroker, Lincoln moved into the health and community services sector where he has worked for the last 23 years.

His diverse experience includes frontline social work, program management, policy and advocacy, fundraising and executive leadership. In his most recent role, Lincoln led Mission Australia’s 2,000 staff, $180m Community Services division to provide care and support to more than 250,000 disadvantaged Australians across every state and territory of Australia. With more than 15 years management experience, Lincoln holds post graduate qualifications in Commerce and is a non-graduate member of the Australian Institute of Company Directors (AICD).

DIRECTOR OF OPERATIONS

DIRECTOR OF FUNDRAISING*

Nigel has extensive financial, corporate service and general management experience within large and small teams across diverse industries and settings including community services, heavy industry and collaborative research. Most recently, Nigel worked with Aged Care Queensland as General Manager Business and Corporate Services. Nigel holds tertiary qualifications in business and professional accreditation as a Certified Practicing Accountant and is a graduate member of the AICD.

Ben has been a professional fundraiser for the past 10 years after studying a Bachelor of Arts. Ben has gained extensive fundraising experience across events, direct mail, corporate partnerships, major gifts, regular giving and lotteries. Working with organisations such as Brisbane Legacy, the Royal Children’s Hospital Foundation and the Cerebral Palsy League, Ben has become a passionate advocate for the not-for-profit sector. Ben currently serves as President of the Fundraising Institute of Australia’s (FIA) Queensland Executive Committee and as a National Director of FIA.

Karen commenced in September 2009 with more than 20 years experience working in the not-for-profit sector and has held positions at senior management and deputy CEO level. Karen is dedicated to NFP work because of the added focus on community involvement and excellence in service provision. She has a Bachelor of Business in Accountancy, and is a graduate member of the AICD.

OUR FUNDING OUR PEOPLE

Karen Quaile

DIRECTOR OF FUNDRAISING* Dan Sweetman

Dan Sweetman served as Director of Fundraising for the full period of this report. Dan joined MS Queensland in 2008 and over a six year period has been instrumental in building the Fundraising team to what it is today. During the five year period in which he led the Fundraising team total fundraising revenues have increased by 41%. While Dan would not seek these accolades, we wish to acknowledge all that Dan and his team have achieved in his time with us and the part that they played in making a difference in the lives of people with MS. As an organisation we wish Dan every success in his new role as a Church Pastor.

OUR GOVERNANCE

DIRECTOR OF SERVICES

Ben Cox

OUR FINANCIAL PERFORMANCE

Nigel Flett

* Ben Cox replaced Dan Sweetman in July 2013

54

OUR STAFF Every dollar we spend must deliver value for money and benefit to the MS community. Our staff all play a vital role in the success of our operations and impact in the sector. Through our corporate induction and performance review processes, our staff gain a solid understanding of the services we deliver and the often volatile environment we operate in. Success for us in this area is measured by better staff retention, improved engagement, staff having greater ownership of their roles and a strong understanding of how they contribute to our organisational goals.

I LOVE: “WORKING WITH LIKE-MINDED CARING, COMPASSIONATE, DEDICATED PEOPLE.”

SERVICES STAFF (100 in 2011–12)

I LOVE: “OUR WORK; THE PEOPLE; THE CULTURE.”

12

FUNDRAISING STAFF (11 in 2011–12)

21

OPERATIONS STAFF (14 in 2011–12)

$6.8m

135

$125k STAFF DEVELOPMENT ($88k in 2011–12)

TOTAL STAFF

(125 in 2011–12)

LABOUR COSTS ($6.3m in 2011–12) Less than 1 year 2012–13, 24% 2011–12, 31% 1–3 years 2012–13, 39% 2011–12, 37%

I LOVE: “THE STAFF, CLIENTS, OPPORTUNITIES TO MAKE A DIFFERENCE.”

55

102

Full-time

44% LENGTH OF EMPLOYMENT

4–5 years 2012–13, 14% 2011–12, 6%

MS QUEENSLAND | 2012 –13 ANNUAL REPORT

6+ years 2012–13, 23% 2011–12, 26%

EMPLOYMENT TYPE (2012–13)

75% : 25% FEMALE : MALE (2012–13)

Part-time

39% Casual

17%

OUR JOURNEY

OUR VALUES ENGAGING OUR STAFF

OUR STRATEGY

During 2012–13 we conducted our second annual “Engaging our People” survey using external research company, Best Practice Australia (BPA). The survey was the first opportunity, since the release of our 2020 Strategic Plan, to bring staff together to work on our organisational culture and performance. The results provided a good idea of where we stand as a whole, and a gauge of where we need to focus on in the coming year.

staff want to improve the way things work in the 75% oforganisation; up from 60% the previous year.

TOP 5 ISSUES THAT MATTER TO OUR STAFF ARE*:

Our new organisational values, which we all strive to live by, are:

1 That we retain quality staff.

1 Respect: people really matter to us and so we show

2 That we address pay issues.

3 That we recruit quality staff.

respect in all our relationships and interactions with others.

2 Hope: we never give up offering real hope, no matter how long it takes or how challenging the situation.

4 That we address job security issues.

3 Commitment: we always do our best for our clients, our

5 That we provide good development and career

4 Collaboration: we believe the way to achieve great results

opportunities.

OUR FUNDING

We held a number of workshops led by our CEO with staff from across the organisation. From a list of 30 nominated values we narrowed it down to four and developed a comprehensive list of behaviours to help guide staff and volunteers live out the new values.

OUR PEOPLE

our staff believe MS Queensland is a truly great 70% ofplace to work; up from 54% the previous year.

OUR GOVERNANCE

previous year.

To support our new vision, mission and purpose detailed in the 2020 Strategic Plan, our staff developed some core values and workplace behaviours that would help them, and our volunteers, work effectively together.

organisation and for each other.

is by working together.

In our 2013 staff survey, we measured for the first time how these values are understood and seen in the organisation. We found that a majority of staff felt strongly about demonstrating the values in their everyday working environment and this gives us confidence in the health and direction of the workplace culture at MS Queensland. We’ve committed to measuring the impact of these values as part of our annual strategic review.

OUR FINANCIAL PERFORMANCE

our staff who completed the survey are 65% of‘engaged’ with the organisation; up from 50% the

OUR PERFORMACE

We achieved a response rate of 79% with 99 employees completing the survey. This puts us in the top quartile of organisations in the Non-Profit Health and Community Services Sector and we are confident the results were representative of all employees. We improved on the previous year’s survey in the areas of trust; having a can-do mentality; being a truly great place to work; having intrinsic motivation; and a workplace free from favouritism and harassment.

56

Female 69 %

5–10 (13 %yrs )

2–

5

Male 31 %

Those who donate their time to help us carry out our work play a significant role in supporting our strategic goals and objectives – they are the lifeblood of our organisation. Dozens of committed individuals spend thousands of hours volunteering for us, performing a range of tasks including: • respite and residential care at our accommodation facilities; • event support and fundraising; • onsite and community based service delivery; • project work; and • administrative support.

VOLUNTEER’S LENGTH OF SERVICE

yr s (3 % 3 )

–2yrs (31 % 0.5 )

OUR VOLUNTEERS

< 0 yrs 0.5y >1 12% ) (11 %)rs (

VOLUNTEER GENDER SPLIT

We take volunteer safety very seriously. All volunteers are covered by our WH&S Policy and undertake the same safety training as our staff.

VOLUNTEERING OPPORTUNITIES In developing our 2020 Strategic Plan we shifted away from offering more traditional volunteering opportunities towards positions that are capable of making sustainable and equitable change to the MS community.

During the year we changed how our volunteers are utilised through our business activities and service requirements. We consolidated our separate volunteer groups, developed best practice policies and procedures and improved how we manage and support our volunteers and the types of positions and opportunities we offer.

While community support and companionship positions for people with MS still exist, we’ve broadened our volunteering opportunities to better address the needs of people living with MS. This change of thinking saw the Physiotherapy Department’s Exercise Support Volunteer program develop a set of procedures to improve access to support services and make sustainable changes to improve the lives of multiple clients with MS, rather than just individuals.

TRAINING NEEDS This year we began a review of the training requirements needed for MS client-facing volunteering positions. In the coming year we hope to identify the essential skillsets and competencies best associated with service provision to recruit the right people to support those with MS. Using MS Queensland’s new HR system, we’ll be able to include as many volunteers as possible in our in-house training program and track and renew their competencies in-line with our staff training and development.

57

MS QUEENSLAND | 2012 –13 ANNUAL REPORT

DURING 2012–13 Approximately 125 volunteers supported people living with MS through operational and administrative activities and a number of physiotherapy student placements. > Our volunteers collectively performed more than 7,792 hours of volunteer work. > Our Board contributed approximately 555 hours to governance and guiding our strategic direction and development. > Our event volunteers performed 1,300 hours at our MS Brissie to the Bay, MS Moonlight Walk, MS Swimathons and other community events across Queensland. > Through our volunteers, MS Queensland received $139,552 in in-kind support (as per Volunteering Queensland’s standard of $17.90/hr) but the real value of this contribution is much greater.

THE FUTURE OF OUR VOLUNTEERS In 2013–14 we’ll be using the feedback from our first Volunteer Engagement Survey held in March 2013 to find new ways to improve the accessibility and flexibility of our volunteer program.

Individual departments and teams within MS Queensland are also reviewing how they can modify or expand current volunteering opportunities.

In the future we also intend to extend our volunteering opportunities to regional Queensland and build on our project and vocational volunteer program. These plans will help us improve the accessibility of our volunteer program and enable our volunteers to make a significant contribution to our organisation that would otherwise not be possible.

A HUGE THANK YOU We acknowledge and thank all of our volunteers and the organisations that support us each year.

In particular; National Australia Bank, Suncorp, Baulderstone and Lend Lease, ANZ, Volunteering Australia, Volunteer Queensland, Volunteer Gold Coast, Far North Queensland Volunteering, Bond University, The University of Queensland (UQ), Griffith University and Queensland University of Technology (QUT). We are also grateful to the staff of these organisations who chose to volunteer for us during the year.

Special thanks also go to our physiotherapy students from Bond University and the University of Queensland who collectively contributed more than 1,500 hours of service as part of their vocational placements, assisting clients through physiotherapy and exercise therapy as well as open gym exercise support.

Tim Neunhoffer, HR and Volunteer Coordinator, MS Queensland

58

SAFETY IN THE WORKPLACE

SAFETY COMMITTEE MEMBERS We’d like to acknowledge the following staff who make up our Safety Committee: Services Representative – Terri Nicholson Granston Lodge Representative – Di Troy Fundraising/Operations Representative – Julia Senior Annerley Apartments Representative – Anna Power Granston Lodge Management – Di Russell Director of Services – Karen Quaile Director of Operations – Nigel Flett HR Manager – Maxine Milburn

OUR WH&S PERFORMANCE 2012–13

59

MS QUEENSLAND | 2012 –13 ANNUAL REPORT

2010–11 2011–12 2012–13 Total hazards reported

27

67

Total WH&S incidents

56

126

91

Employee accidents

32

41

52

Clients/Other

24

85

39

Medical Treatment Injuries (MTI)

3

8

1

Lost Time Injuries (LTI)

1

2

11*

51

* Majority of LTIs were due to manual and people handling and slips, trips and falls.

A full review and analysis of WH&S incidents and hazards for the 2012–13 financial year was undertaken to better understand the key causal factors and to develop targeted campaigns to address these factors. During the year 52 employee incidents were reported; 53% of these related to manual handling or manual tasks. The total number of incidents reported was down 28% on last year (from 126 to 91). The number of hazards reported was 51 (2012: 67) which is evidence of our strong safety focus.

However, our LTI frequency in 2012–13 was concerning and has resulted in an increased focus on two target areas for the coming year; people handling and slips, trips and falls. We expect corrective actions and further system improvements will improve our LTI performance in subsequent years.

SAFE WORK WEEK AWARDS We once again participated in Safe Work Week and held our second internal Safe Work Week Awards to recognise staff who make a significant contribution to improving safety performance at MS Queensland. Julie O’Sullivan and Craig Hughes from Operations were awarded for identifying structural problems with the Granston Lodge residents’ Green House that could have resulted in serious injury. Work was undertaken to rebuild the structure which now provides a safe place for resident’s to enjoy their gardening.

OUR WORKPLACE INCIDENTS BY MECHANISM (%) People handling Manual task Client action Slip, trip, fall MVA/theft from car Environment Chemical safety Fire

6

4 22

33

This year’s WH&S review highlighted that we are performing well in this area compared with other like organisations; reporting less incidents and Lost Time Injuries than the sector average.

Our strong WH&S performance is directly related to: • our managers being visibly committed to WH&S; • building the capability of our workforce; • implementing a robust WH&S Management System; • targeting high risk areas and tasks; and • ongoing measurement and reporting.

HAZARDS AND WH&S INCIDENT TRENDS

15

The safety of our staff is paramount and working safely is everyone’s responsibility. We have a strong Workplace Health & Safety (WH&S) Policy and an active Safety Committee with WH&S representatives for each work area. The Committee’s purpose is to: • provide a forum that will ensure effective consultation between our management and staff to deliver exceptional health and safety outcomes for the organisation; • advise the organisation on effective ways to ensure the health and safety of all workplace participants; • take a proactive approach to the management of WH&S by reviewing the effectiveness of the existing health and safety management system, recommending system improvements, and assisting in the implementation of new strategies, risk management and continuous improvement initiatives; and • to facilitate the resolution of WH&S related concerns in an agreed time frame and within resource constraints.

18

20

OUR STRATEGY >

OUR JOURNEY

HOW WE PERFORMED DURING THE YEAR WHAT’S NEXT ?

WE DID • commence investigation and design of a leadership development program for all managers and supervisors.

> To finalise the design and implementation of a leadership development program for all managers and supervisors.

OUR PERFORMACE

WE SAID we’d build a leadership culture.

OUR STRATEGY

To be the best employer and volunteer placement option in our sector

> To establish staff competencies that will be required by a future-state organisation (e.g.

WE DID using benchmarking of other • develop a strategy to up-skill our workforce in both soft organisations). and hard skills.

WE SAID we’d develop and implement a strategy to up-skill our workforce in both soft and hard skills.

> To develop “above Industry” employment conditions and policies for our staff. > To develop and publish our WE DID HR documents in attractive • review best practice in relation to employee and volunteer “marketing” formats (including conditions, skills, development, rewards and recognition. employee benefits information).

• restructure the Fundraising Department. > To rollout our volunteer • build an organisation-wide volunteer development strategy strategy. for our Services, Fundraising and Operations Departments.

OUR PEOPLE

OUR FUNDRAISING

WE SAID we’d create market leading employee and volunteer practices including conditions, skills development, rewards and recognition.

WE DID • continuously improve our WH&S systems.

> To continuously improve our WH&S systems. > To continuously improve our safety performance.

OUR FINANCIAL PERFORMANCE

WE SAID we’d improve our Workplace Health and Safety performance.

OUR GOVERNANCE

WE SAID we’d measure and improve staff and volunteer > To ensure our participation in engagement. the 2014 Staff and Volunteer Engagement Survey is within the WE DID Top 25% of all organisations.

• increase participation in the 2013 Staff and Volunteer > To use our 2013 surveys to Engagement Survey. improve satisfaction levels on • improve satisfaction levels from our 2012 our performance for 2014. performance in the 2013 Staff and Volunteer Engagement Survey.

WE DIDN’T • continuously improve our WH&S safety performance.

60

MS STORY Rachel was diagnosed with MS in 1991 after dealing with erratic symptoms for years.

RACHEL MATTHEWS

70 YEARS OLD LIVING WITH MS FOR 22 YEARS In 1962, she was a neurologists’ secretary at the National Hospital in London, where it was an occupational hazard for all secretaries to think they had MS. Naturally, she dismissed it when years later she started experiencing MS symptoms.

I’ve learnt a lot through connecting with MS Queensland; the reassurance of meeting other people with the same problems and understanding the cognitive changes that MS can cause in your brain.

“I remember some early episodes of MS in the 1970s very clearly. I’d wake up one morning and there would be something wrong with my eyesight, or I’d be completely numb down one side. After weeks of struggling, I’d wake up one morning back to normal. Very unnerving!

I realised I was doing the right thing by pushing myself; daily brain games on the computer; keeping mentally and physically active with hydrotherapy and pilates, and doing voluntary work at 4MBS Radio, Queensland Disability Network and MS Queensland.

It wasn’t until 1991 that an MRI confirmed I had MS. I asked what he suggested I do, he said to take life easy and not get stressed. So I tried that, and it was the most stressful thing I ever did!

The last relapsing remitting MS episode I had was in 1994, so now I’m left with secondary progressive MS. This year I passed the milestone of reaching 70, and I’m still working hard and still having fun.

Of course, I’ve been through the grieving everyone has to work through and I was scared to follow many of my dreams, but I just got on with life, worked hard and enjoyed everything I could.

For me, meeting other people at the Dutton Park physiotherapy clinic going through the same thing as me is invigorating.

It wasn’t until 2005, when I thought I was settled for life in Roma with my own house and a strong group of friends, I realised I wouldn’t be able to keep doing all the community arts work I was doing. I was offered a one bedroom unit at MS Queensland’s Dutton Park accommodation facility so I sold up, said goodbye to the bush, and grabbed at the chance.

I believe there is nothing scarier than the unknown. To face reality, connect with other people with MS and see the way other positive people cope is very heartening whatever their actual state of health.”

OUR GOVERNANCE “The MS Queensland Board is accountable to the members of MS Queensland, the MS community at large, and our external and internal stakeholders to ensure that MS Queensland is fulfilling its stated vision, purpose and mission and consistently living out its values. I am very pleased to report that we are delivering on these commitments and the organisation has performed exceptionally during 2012–13.” Jonathan Loraine, Chairman, MS Queensland

CONTENTS 63 | Governance 63 | Board report 65 | Meet our Board 67 | Compliance 68 | Risk management 69 | Corporate strategic risk register and profile

62

GOVERNANCE

BOARD REPORT

Our Board performs a very important governance function; overseeing the organisation’s direction and ensuring the objectives outlined in our Strategic Plan are met. Members of our Board come from a variety of backgrounds, including business, legal, finance and property, each bringing value to the group. We are proud to have a number of people living with MS sitting on the Board, offering unique insight into the issues faced by the wider MS community.

The information that follows is an extract from the Board report.

The Board report together with the financial statements of the consolidated entity, being the Multiple Sclerosis Society of Queensland (‘the Entity’) and its controlled entities (‘the Group’) for the year ended 30 June 2013 and the Independent Audit Report are available online at www.msqld.org.au

OUR GOVERNANCE STRUCTURE

Risk & Audit Committee Services Committee

Board

Philanthropic Relations Committee

IT Systems Implementation Committee

PRINCIPAL ACTIVITIES During the year, the principal activities of entities within the Group were to provide direct assistance to people who have been diagnosed with MS including: the provision of services to those people, their families and carers; the removal of barriers preventing their participation in the community; and to fund research into a cure for MS. There have been no significant changes in the nature of these activities during the year.

SHORT-TERM OBJECTIVES Our Board’s short-term objectives are to: • accurately understand the met and unmet needs of people living with MS/Progressive Neurological Disease (PND) in Queensland; • continually increase our financial contribution to research into MS/PND; • encourage, support and harness grass-roots advocacy; • strengthen our relationships with key Queensland influencers; • continue to develop specific outreach and facilitation servicing models; and • build on our brand awareness.

Remuneration & Nominations Committee

Director of Fundraising

Director of Services

Director of Operations

CEO 63

MS QUEENSLAND | 2012 –13 ANNUAL REPORT

OUR JOURNEY

Our Board’s long-term objectives are to: • provide high quality solutions for people living with MS/PND in Queensland; • advocate societal, policy and sector reform that directly benefits our clients; and • maintain a strong, developing and sustainable organisation.

The Risk and Audit Committee oversees our financial affairs, risk and statutory/regulatory compliance including the external audit and annual budget processes. The committee sets internal audit priorities and ensures the effectiveness of the internal audit function. The committee works with management to identify and mitigate risks across the business with a particular focus on those strategic and operational risks which would prevent MS Queensland from achieving its strategic objectives.

The purpose of each of our sub-committees follows:

PHILANTHROPIC RELATIONS COMMITTEE

OUR FUNDING

During 2012–13 the Board undertook a self-assessment of the effectiveness of the Board and the sub-committees: Risk and Audit, Services and Development and Finance. Overall, Board members reported high levels of satisfaction with all areas covered by the self-assessment tool, however the exercise also highlighted specific areas for further exploration, improvement and development. In addition to subsequent improvements to meeting processes and gaining a sound understanding of all aspects of our business, the review resulted in the decision to dissolve the existing Development and Finance Committee and to transfer its functions to the Risk and Audit Committee and the newly created Philanthropic Relations Committee. Also in response to the self-assessment, the Board established a Remuneration and Nominations Committee. Given the significant Enterprise IT Systems Project being undertaken, the Board also established an IT Systems Implementation Committee. Both the Remunerations and Nominations Committee and the Philanthropic Relations Committee were established on 14 June 2013 but no meetings were held prior to the end of the financial year.

The Services Committee monitors the performance and compliance of our client services and provides counsel to the Board in relation to services policy development and the strategic focus of client services.

The new Philanthropic Relations Committee helps raise funds for specific projects through proactively identifying and involving potential financial supporters of MS Queensland, through personal networks and systemic support of our fundraising endeavours. The committee also recommends actions to the Board to facilitate increased fundraising revenue for the organisation.

OUR PEOPLE

OUR COMMITTEES

SERVICES COMMITTEE

REMUNERATION AND NOMINATIONS COMMITTEE The Remuneration and Nominations Committee makes recommendations to the Board on matters relating to remuneration of the Chief Executive Officer and our staff in general, senior executive selection and performance and the composition, structure and operation of the Board.

OUR GOVERNANCE

The number of Board meetings, including meetings of subcommittees held during the year and the number of meetings attended by each Board Member, are detailed on the next page. These positions are in an honorary capacity except for the role held by Lincoln Hopper.

IT SYSTEMS IMPLEMENTATION COMMITTEE The new IT Systems Implementation Committee ensures that effective project governance and reporting processes are in place and operating in relation to the Enterprise IT Project. It monitors project progress against agreed tolerances and ensures that appropriate delegations are applied. The committee also undertakes a broad risk management role and acts in an advisory capacity to management.

OUR FINANCIAL PERFORMANCE

BOARD MEETINGS

OUR STRATEGY

RISK AND AUDIT COMMITTEE

OUR PERFORMACE

LONG-TERM OBJECTIVES

64

MEET OUR BOARD

Rachel Matthews

John Dempsey

Simon Keyser

Lincoln Hopper

Jonathan Loraine

Member Board Member since 2007

Member Board Member since 2011

Member Board Member since 2005

Secretary (appointed 9 November 2011)

Chairman Board Member since 2002

Vice Chair of Queensland Disability Network. Former medical secretary, journalist and instrumental music teacher. Long-time community, arts and disability activist in Mt Isa, Townsville, Roma and Brisbane. Person with MS.

Previous Chairman of Energex Limited (2006 â&#x20AC;&#x201C; 2012), Non-Executive Director dual listed Company, Ceramic Fuel Cells Limited.

Graduate Member of AICD, Ambassador Queensland Museum.

Director of resources and energy investment firm XLX. Extensive experience in corporate finance. Member of the Institute of Chartered Accountants (ICA).

Meeting attendance

Board

Chief Executive Officer of MS Queensland, held previous Directorships of ACOSS, Mission Australia Early Learning Services, Mission Australia Housing Ltd and Many Rivers Microfinance. Holds post graduate qualifications in Commerce. Member of AICD.

Board

Development and Finance Committee

Meeting attendance

Partner in corporate advisory firm Neuchatel Partners, Chairman and founder of resources services company Core Resources Pty Ltd and Chairman of the Cooperative Research Centre for Optimising Resource Extraction based at the University of Queensland. Director of MS Australia. Member of AICD.

Development and Finance Committee

Risk and Audit Committee

Meeting attendance Board Services Committee

Risk and Audit Committee

Meeting attendance

Board

Meeting attendance

Development and Finance Committee

Board

Risk and Audit Committee Services Committee

The meetings the Board Member attended The meetings the Board Member did not attend

65

MS QUEENSLAND | 2012 â&#x20AC;&#x201C;13 ANNUAL REPORT

IT Systems Implementation Committee

Development and Finance Committee Risk and Audit Committee Services Committee

OUR JOURNEY OUR STRATEGY OUR PERFORMACE

Simon McNeilage

John O’Dempsey

Johanna Roche

Wendy Lovelace

Deputy Chairman Board Member since 1996

Member Board Member since 2011

Member Board Member since 2011

Member Board Member since 2009

Treasurer Board Member since 2010

Member Board Member since 2008

Director of MS Australia, solicitor, Director of Burrell Stockbroking Pty Ltd and related entities, Director of Access Funds Management Limited, consultant to QM Properties and Property Solutions, former partner of Clayton Utz (1987 – 2000) and Phillips Fox (2000 – 2006) and Fellow of AICD.

Chief Financial Officer and Company Secretary of the Pradella Group, a large private builder and developer of residential, commercial and industrial properties in South East Queensland.

Member of ICA.

Director of project management, facilitation and environmental firm McNeilage and Associates. Extensive experience in corporate management, university advisory committees and industry associations.

MS Ambassador and convenor of the Gold Coast People with MS Support Group.

Retired Business Development Manager in the automotive and industrial industries Person with MS.

Extensive experience in domestic and international tax issues. Fellow of the Institute of Chartered Accountants Australia, Member of the Tax Institute of Australia and Graduate of the Australian Institute of Company Directors.

Former partner of PwC Australia.

MS Ambassador and advocate. Architect and universal access consultant. Convenor of Queensland Action for Universal Housing Design. Person with MS.

Meeting attendance

Development and Finance Committee

Board Development and Finance Committee

Development and Finance Committee

Meeting attendance Board Services Committee IT Systems Implementation Committee

Board Services Committee

Meeting attendance OUR GOVERNANCE

Board

Meeting attendance

Board

Board Development and Finance Committee OUR FINANCIAL PERFORMANCE

Meeting attendance

Meeting attendance

OUR FUNDING

Tracey Parker

OUR PEOPLE

Roger Burrell

Risk and Audit Committee IT Systems Implementation Committee

66

COMPLIANCE MS Queensland operates at a high level of efficiency, effectiveness, transparency and accountability, having regard for all legal and financial requirements and commitments, ethics and other relevant standards to our organisation.

There is a diverse range of compliance requirements across all sectors that we work in. Some of these include the requirements for Disability Services Queensland (DSQ), WH&S, fundraising and tax legislative requirements. The Risk and Audit Committee is responsible for regularly assessing new developments in policy and legislation and creating strategies to comply with and mitigate any potential risks in compliance. Our Executive Leadership Team also liaise with industry bodies on a regular basis to stay abreast of changes in legislative requirements.

At an internal level and working in a health provider environment, we have stringent maintenance schedules for monitoring medical equipment and aids, lifts and fire safety equipment to ensure we maintain a safe environment for our staff, clients and visitors to our premises. We also conduct regular staff training sessions on manual handling, people handling, safe use of equipment, first aid training, and fire evacuation drills. These initiatives ensure our staff are equipped with the best knowledge to perform their job within the often complex environment in which they work.

WORKCOVER PERFORMANCE Our WorkCover scorecard once again places us equal to or better than the industry in terms of workers compensation premium rates.

We are continually working to improve our safety performance under the oversight of the Risk and Audit Committee. Our premiums are approximately 50% of the industry rate and reflect our commitment to safety systems and a sound rehabilitation framework focusing on early return to work.

OUR WORKCOVER SCORECARD 2010–11

2012–13

2013–14 projected

Other Residential Care Services Premium rate 1.590 1.685 Gazette rate 2.032 2.540

1.661 3.175

1.848 3.549

Other Health Care Services Premium rate 0.247 0.309 Gazette rate 0.247 0.309

0.401 0.375

0.392 0.422

Both our Governance Policy and Constitution outline the election and induction procedures for members of our Board.

Operational responsibilities for managers and staff underpinning the Governance Policy is documented in a range of departmental procedures contained on the staff intranet and in work instructions.

Accountability and governance is also important to our organisation within our lotteries area; the MS Limited Edition Art Union. To conduct these lotteries we hold a gaming licence with the Queensland Office of Gaming Regulation which is renewed annually.

The outcome of this audit makes me very proud – all our hard work has been well and truly vindicated by this outstanding result.”

Karen Quaile, Director of Services, MS Queensland

67

MS QUEENSLAND | 2012 –13 ANNUAL REPORT

2011–12

For the first time the Human Services Quality Framework was used, requiring recertification against six broad standards:

During the year, with the assistance of an external facilitator, the Executive Leadership Team came together to:

1 governance and management;

• i dentify and assess risks facing MS Queensland and our planned strategy; • determine MS Queensland’s risk profile; • consider options for remedial action; and • develop a risk management action plan for critical risks.

2 service access; 3 responding to individual need;

OUR STRATEGY

During the year the Queensland Government moved to a new system for assessing the quality of disability services. The two stage audit was critical for accreditation to deliver services funded by the Queensland Department of Communities.

As part of our commitment to good practice governance, the Risk and Audit Committee oversaw a process to update the organisation’s Risk Framework and embarked on setting risk assessment and management plans for 2012–13. During the year the committee also reviewed its Charter and Annual Calendar to align with good practice standards.

OUR PERFORMACE

EXTERNAL QUALITY AUDITING

OUR JOURNEY

RISK MANAGEMENT

4 safety, wellbeing and rights; 5 feedback, complaints and appeals; and MS Queensland successfully completed all areas of the audit with no improvement actions required. The assessors commended our professionalism, philosophy and passion seen from staff. Of particular note was our:

STAFF AND VOLUNTEERS

FUNDING

EXTERNAL RELATIONS

OUR PEOPLE OUR GOVERNANCE

The auditors also noted our organisational commitment to continuous improvement over the years and the major projects we are taking on board to keep MS Queensland moving forward. We continually strive to be first-choice for MS information, education, treatment, care and support across Queensland.

Risks were considered within the context of eight overarching themes deliberately aligned to our strategic goals:

The HDAA Mark provides assurance to service users, patients, ADVOCACY staff, stakeholders, regulators, general public and the business community of the organisations’ commitment to maintaining an effective quality management system and level of care and service.

ASSETS

OUR FINANCIAL PERFORMANCE

• culture of continuous improvement; • respect for each other and our clients; • strong focus on the individuality of each of our clients; and • providing care and support well above expectations.

CLIENT AND CLINICAL CARE

OUR FUNDING

6 human resources.

CORPORATE GOVERNANCE/ COMPLIANCE COMMERCIAL APPROACH

68

CORPORATE STRATEGIC RISK REGISTER AND PROFILE The following table describes our key result areas, our objectives, the strategic risks that could impact the achievement of our objectives, and the result of our risk mitigation strategies in 2012â&#x20AC;&#x201C;13.

KEY RESULT AREA >

OBJECTIVE >

1

Client and clinical care

To improve the quality of life for PwMS through high quality, timely and convenient access to service solutions which encompasses accommodation support; physiotherapy and exercise services; nursing; psychology; service co-ordination and matching patient need; and information and education.

2

Staff and volunteers

Highly skilled and capable staff and volunteers that provide appropriate levels of service, corporate and fundraising support in alignment with our values, operating in a safe work environment that recognises relevant compliance obligations.

3

Funding

To secure sustainable sources of funding across a range of income streams (including event fundraising, lotteries and donations/bequests and government funding) to meet service requirements.

4

External relations

69

Maintain and enhance good standing and our brand with Government, clients, carers and families, health professionals, and community service providers, supporters and the broader community.

MS QUEENSLAND | 2012 â&#x20AC;&#x201C;13 ANNUAL REPORT

Maintaining relevance in regional Queensland.

1.5

Delivering the strategic plan.

1.6

Lack of adequate safety planning in new and existing activities.

1.7

Extended service interruption.

1.8

Other care providers taking market share from MS Queensland.

1.9

Preparedness for a national disability insurance scheme (NDIS).

2.1

Attracting and retaining appropriately skilled and values-aligned services staff and volunteers.

2.2

Appropriate training for staff and volunteers to successfully undertake duties.

2.3

Keeping staff and volunteers safe during service and fundraising activities.

2.4

Resistance to change which impacts the delivery of strategic objectives.

3.1

Loss of government funding/change of government expectations impacts service delivery.

3.2

Lottery programs decline and become unprofitable.

3.3

MS Brissie to the Bay does not meet targets.

3.4

Over-reliance on existing funding sources.

3.5

Insecure long-term funding pipeline to deliver services.

3.6

Limited capacity to respond to funding and commercial opportunities.

3.7

Preparedness for a NDIS.

4.1

Adverse event diminishes stakeholder trust in MS Queensland.

4.2

Adverse incident at public event.

4.3

Failure to respond appropriately to client expectations of emerging/alternative MS treatments.

4.4

Failure to manage future client accommodation/housing expectations of stakeholders.

OUR JOURNEY OUR STRATEGY

1.4

OUR PERFORMACE

Unable to deliver improved quality of life for PwMS.

OUR FUNDING

1.3

OUR PEOPLE

Adverse client event.

OUR GOVERNANCE

Unable to retain quality certification.

1.2

OUR FINANCIAL PERFORMANCE

1.1

RESIDUAL LEVEL OF RISK Low Medium High

STRATEGIC RISKS >

STARTING LEVEL OF RISK Low Medium High

The role of the Board is to ensure that MS Queensland has clear strategic direction and strong oversight on the journey to achieve our strategic objectives.â&#x20AC;? Jonathan Loraine, Chairman

70

CONTINUED >

CORPORATE STRATEGIC RISK REGISTER AND PROFILE

KEY RESULT AREA >

OBJECTIVE >

5

Advocacy

Strong and respected evidence-based advocacy that influences and delivers a change in government policy and community attitudes that directly benefits people living with MS.

6

Corporate governance and compliance

Maintain good corporate governance as a responsible corporate citizen and uphold legislative and contractual obligations, that demonstrates accountability to our stakeholders.

7

Commercial approach

Ensure MS Queensland maintains efficient and effective systems and processes in order to deliver service, funding and corporate outcomes.

8

Assets

Ensure efficient and effective use of assets.

71

MS QUEENSLAND | 2012 â&#x20AC;&#x201C;13 ANNUAL REPORT

5.4

Unable to influence the NDIS outcomes to benefit PwMS in Queensland.

5.5

Public disagreement on policy negatively impacts government relationship.

6.1

Non-compliance with regulations/contract provisions.

6.2

Fraud impacts fundraising income.

6.3

Communication strategies that do not effectively promote MS Queenslandâ&#x20AC;&#x2122;s performance.

7.1

IT systems project fails to deliver planned outcomes.

7.2

Difficulties arise during the transition to new IT systems that affect organisational performance.

7.3

IT systems project runs over time and budget.

7.4

Lack of support for business case to drive organisational wide renewal of systems.

7.5

Organisational overhead increases and impacts available services funding.

7.6

IT infrastructure is inadequate to support our activities.

8.1

Failure to achieve highest value in exit from Coorparoo site.*

8.2

Unable to secure an alternative site to develop suitable accommodation for assessed client need.

8.3

Failure to develop an agreed MS Queensland client accommodation/housing strategy.

8.4

Inefficient use of property assets.

8.5

Adverse event due to a property related issue.

Low Medium High

OUR JOURNEY OUR STRATEGY

State Government no longer values MS Queensland.

OUR PERFORMACE

5.3

OUR FUNDING

Lack of adequate evidence-base in relation to critical policy/advocacy areas.

OUR PEOPLE

Gaining access to relevant decision makers.

5.2

OUR FINANCIAL PERFORMANCE

OUR GOVERNANCE

5.1

RESIDUAL LEVEL OF RISK

Low Medium High

STRATEGIC RISKS >

STARTING LEVEL OF RISK

* This risk has been actively managed and everything is in place to deliver a strong outcome however the result of this activity is unknown in this period.

72

MS STORY Exercising has always been part of Manoli’s life, even more so since he was diagnosed with MS six years ago.

MANOLI ARCHONTOULIS 30 YEARS OLD LIVING WITH MS FOR 6 YEARS The 30-year-old has always led an active lifestyle and has participated in several MS Brissie to the Bay bike rides.

But this year, Manoli hit new heights as he tested his cycling skills on some of Europe’s highest mountain roads in the MS Cycle de France event – a 525km road ride through various stages of the 2013 Tour De France, in a bid to raise funds for MS Queensland.

Manoli wants to let other young MS sufferers know that life doesn’t come to a halt following diagnosis.

“There is a false perception of MS, that you’re in a wheelchair for life, but I want to show people that is not the case.

Exercising has helped me stay strong. Knowing that I can still go out and exercise and stay healthy and active helps me manage my MS. By taking on the challenge of Cycle de France, I’m hoping to show others that MS is not a life sentence.”

Manoli’s outlook wasn’t always so positive, especially after he was diagnosed with MS shortly before his 24th birthday.

As someone who was always full of life, he admits to having periods of self-doubt.

“I was left wondering why me.”

He was diagnosed with MS following two severe attacks, experienced numbing sensations and loss of control down both sides of his body which also affected his vision. He also suffered from severe banding sensations across his stomach which often left him curled up in pain.

“It was a shock to be told I had MS at such as young age.”

He recognises that not people living with MS have the same mobility as him, but believes there are many benefits to keeping mentally fit as well as physically active.

“There is a massive mental component to this. Every time I get on the bike when I’m training, it builds self-belief. It helps in keeping my mind strong. You never forget that you have MS, it becomes an everyday thing, but that has made me appreciate life even more.

I’m hoping that my story will help to raise awareness about the MS cause and raise hope for young people who are diagnosed with MS and who are scared. I want to show other people who have MS that you can still achieve things and reach goals.”

OUR FINANCIAL PERFORMANCE “The excellent financial result in 2012–13, following on the back of the strong result in 2011–12, has strengthened MS Queensland’s balance sheet. Our strong balance sheet increases our capacity to provide tailored services to people living with MS and ensures we are well placed to meet future opportunities and challenges.” Johanna Roche, Treasurer MS Queensland

CONTENTS 75 | Our five-year performance 77 | Our financial summary 79 | Where our money came from 79 | Where our money was spent 80 | Our financial position 80 | Our investment policy 81 | Independent Auditor’s Assertion Statement

74

OUR FIVE-YEAR PERFORMANCE Our financial performance over the past year has once again shown a surplus figure; attributed to the hard work of everyone involved with MS Queensland and its services and activities. To ensure this result, our overall performance is regularly reviewed by the Operations Department and the Risk and Audit Committee to ensure we are tracking to budget.

FIVE YEARS AT A GLANCE – CONSOLIDATED ENTITY 2012-13 ($’000)

2011-12 ($’000)

2010-11 ($’000)

2009-10 ($’000)

2008-09 ($’000)

5,119 7,245 734

5,097 6,490 687

4,973 5,542 641

4,126 5,646 714

3,251 5,146 453

1,020 159 115 14,392

849 134 128 13,385

740 118 120 12,134

675 49 131 11,341

498 144 102 9,594

7,361 5,510

6,961 5,376

6,600 4,342

6,168 4,616

5,716 4,559

258 139 128 13,396

259 70 88 12,754

314 113 165 11,534

250 85 204 11,323

258 80 266 10,879

996

631

600

18

(1,285)

INCOME Government funding (incl. other grant funding from 2011–12) Fundraising (incl. lotteries) Services Donations and bequests1 Interest and dividends Other Total Income EXPENDITURE Client Services Fundraising (incl. Lotteries) Contributions to MS Research2 Contribution to MS Australia Other Total Expenditure SURPLUS/(deficit) 1 2

Donations and bequests comprise non-campaign specific fundraising income.

Research component of MS Clinic is now classified as ‘MS research’ instead of ‘Client services’. Prior year comparisons have been adjusted accordingly.

INCOME ANALYSIS: LAST 5 YEARS ($’000)

EXPENDITURE ANALYSIS: LAST 5 YEARS ($’000)

16,000

16,000

14,000

Other

12,000

Lotteries

10,000

Fundraising Government

8,000 6,000

10,000 8,000

Fundraising Client Services

4,000

2,000

75

Other Contribution to MSA Contributions to MS Research Lotteries

12,000

6,000

4,000 0

14,000

2,000 08–09 09–10 10–11 11–12 12–13

MS QUEENSLAND | 2012 –13 ANNUAL REPORT

0

08–09 09–10 10–11 11–12 12–13

HIGHLIGHTS

The Group recorded a SURPLUS for the current financial year of $996,057 (2011–12: $630,530) which is an increase of 58%. This was an excellent result in a difficult operating environment.

GOVERNMENT FUNDING AND CLIENT SERVICES EXPENDITURE ($’000)

OUR PERFORMACE

TOTAL SURPLUS FOR THE 2012–13 FINANCIAL YEAR WAS $996,057

MS RESEARCH EXPENDITURE has remained relatively stable, however it is projected to increase to $350,000 for 2013–14.

OUR PEOPLE

Total REVENUE in 2012–13 INCREASED BY 7.5% on the back of increased event fundraising income and significant donations to our bequests program.

RESEARCH EXPENDITURE ($’000)

8,000

OUR GOVERNANCE

400 350

Government Funding Client Services Expenditure

4,000

300 250 200

OUR FINANCIAL PERFORMANCE

6,000

150

2,000 0

OUR JOURNEY

FINANCIAL

OUR STRATEGY

TOTAL EXPENDITURE in 2012–13 INCREASED BY 5% with an increase of $361,000 (5%) in spending on client services and an increase of $134,000 (2%) in fundraising expenditure.

OUR FUNDING

TOTAL REVENUE FOR THE 2012–13 FINANCIAL YEAR WAS $14,392,160

The Group continues to be reliant on State Government funding to provide residential care and other client services to people living with MS, and their families and carers.

Our GOVERNMENT SUBSIDIES PROVIDE 71% OF FUNDING for client services (2011–12: 74%).

100 08–09 09–10 10–11 11–12 12–13

50

08–09

09–10

10–11

11–12

12–13

13–14 Projected

Our Special Purpose Financial Report for the 2012–13 financial year is available in full from our website www.msqld.org.au

76

OUR FINANCIAL SUMMARY The consolidated annual financial statements of the Group for the financial year ended 30 June 2013 comprise the Multiple Sclerosis Society of Queensland ABN: 56 731 473 412 (“the Society”) and its controlled entity, the Multiple Sclerosis Development and Research Foundation of Queensland Inc. ABN: 64 468 950 298 (“the Foundation”), referred to collectively as (“the Group”).

The Society is an incorporated entity under the Religious, Educational and Charitable Institutions Acts 1861–1967.

The Foundation is an incorporated association under the Queensland Associations Incorporation Act 1981. A summary of the Group’s annual financial statements is presented in the following pages.

The summary financial report included in this Annual Report is an extract from the audited annual financial report. Our auditors are Grant Thornton Audit Pty. Ltd. Our Special Purpose Financial Report for the 2012–13 financial year is available in full from our website www.msqld.org.au

OUR FINANCIAL PERFORMANCE SUMMARY BUDGET 2012–13 ($’000)

ACTUAL 2012–13 ($’000)

ACTUAL 2011–12 ($’000)

ACTUAL 2010–11 ($’000)

INCOME Government funding (incl. other grant funding from 2011–12)

5,071

5,119

5,097

4,973

Fundraising

3,329

4,076

3,414

2,816

Lotteries

4,312

4,189

3,925

3,466

973

1,008

949

879

13,685

14,392

13,385

12,134

Client Services

7,260

7,361

6,961

6,600

Fundraising

2,417

2,350

2,154

1,596

Lotteries

3,506

3,160

3,222

2,746

Research

252

258

259

314

Other

248

267

158

278

Total expenditure

13,683

13,396

12,754

11,534

SURPLUS/(deficit)

2

996

631

600

Other Total income EXPENDITURE

Our total income increased by 5% compared to budget, largely due to our fundraising programs. Government and other grant funding have remained relatively stable. The growth in fundraising in 2012–13 has been largely due to better than budget results in the MS Brissie to the Bay fundraising bike ride event and receipts to our bequests program. Overall, our lottery program income declined slightly compared to budget, due to the postponement of one lottery program, but was compensated by the better than budget results of the Limited Edition and Club lottery programs.

77

MS QUEENSLAND | 2012 –13 ANNUAL REPORT

Our total expenditure was better than budget for the year and increased by 5% compared to 2011–12 due to a planned increase in client services expenditure. Overall, expenditure on client services was in line with budget for 2012–13. Fundraising expenditure was lower than budget by 3% due to savings in operating expenses across a range of programs. The better than budget result in our lottery expenditure is due to the postponement of one lottery program. Expenditure on MS research has remained relatively stable, however our target for the next financial year is to increase our funding of MS research activities to a total of $350,000.

MS Queensland is undertaking a significant capital investment program so that we can deliver a wider range of services right across the state to meet the needs of people living with MS wherever they live.

OUR STRATEGY

OUR JOURNEY

Nigel Flett, Director of Operations, MS Queensland

PROJECTED 2013–14 ($’000)

ACTUAL 2012–13 ($’000)

ACTUAL 2011–12 ($’000)

ACTUAL 2010–11 ($’000)

253

235

89

–

2,713

424

135

–

2,966

659

224

–

IT Project

305

250

–

–

Equipment

152

215

128

–

2,000

30

–

–

2,457

495

128

–

IT Project

399

82

–

–

Equipment

85

33

79

–

–

28

–

–

484

143

79

–

25

21

17

–

2,966

659

224

–

OUR PERFORMACE

OUR CAPITAL INVESTMENT SUMMARY

CAPITAL INVESTMENT FUNDING Grant funding MS Queensland cash reserve

*

OUR FUNDING

CAPITAL INVESTMENT Client Services capacity

Building

Client support

OUR GOVERNANCE

Building

OUR PEOPLE

Organisational capacity

* Proceeds from property sales in 2013–14 to help fund expansion in our ‘client services’ capacity

Our Special Purpose Financial Report for the 2012–13 financial year is available in full from our website www.msqld.org.au

OUR FINANCIAL PERFORMANCE

Total investment in MS Queensland’s capacity to deliver services to clients has continued to increase in 2012–13, with expenditure on new equipment and infrastructure. We are projecting a large increase in capital expenditure to provide additional accommodation units in accordance with the MS Queensland Housing Strategy, commencing in 2013–14.

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WHERE OUR MONEY CAME FROM TOTAL INCOME 2012–13: $14,392k

4,076k

$

5,119k

$

SERVICES $734k OTHER $115k INTEREST & DIVIDENDS $159k

FUNDRAISING

4,189k

$

GOVERNMENT FUNDING

LOTTERIES

WHERE OUR MONEY WAS SPENT TOTAL EXPENDITURE 2012–13: $13,396k RESEARCH $258k CONTRIBUTION MSA $139k OTHER $128k

$2,350k FUNDRAISING

7,361k

$

CLIENT SERVICES

3,160k

$

LOTTERIES CLIENT SERVICES EXPENDITURE ($’000) 9,000

MS Clinic

7,000

Community Education

8,000

In Home Care

6,000

Awareness & Advocacy

5,000

The graph (to the right) shows the breakdown of client services expenditure for the last three financial years, and client services expenditure projections for the 2013–14 financial year. In 2012–13, due to an identified need in the wider Brisbane area, MS Queensland increased its staff resourcing and opened a new suburban office.

79

MS QUEENSLAND | 2012 –13 ANNUAL REPORT

Therapy

4,000

Regional Services

3,000

Accommodation

2,000 1,000 0

Actual 10–11

Actual 11–12

Actual 12–13

Projected 13–14

The Group’s financial position has continued to improve with net assets at 30 June 2013 of $8.7 million (2012: $7.7 million) and an improving current ratio (a key indicator of liquidity) of 2.30 (2012: 1.54). A significant contributor to the stronger net assets position has been the increase in our cash reserves following the success of our bequest program. MS Queensland’s policy on cash reserves is to maintain adequate reserves to fund at least three months’ operating expenditure.

Our investment policy is set by the Board and is implemented by the Executive Leadership Team. MS Queensland invests its cash reserves in short-to-medium term interest-bearing deposits with Australia’s leading banks. MS Queensland actively manages its cash reserves through a robust cash flow forecasting and reporting process. Our primary bankers are the Australia and New Zealand Banking Group Limited.

The Group’s assets are recorded at historic cost and there are no liens over the assets.

OUR NET ASSETS ($’000)

OUR JOURNEY

OUR INVESTMENT POLICY

OUR STRATEGY

OUR FINANCIAL POSITION

Interest revenue for the Group increased by 18% in 2012–13.

The MS Queensland Board is committed to maintaining cash reserves at a level equivalent to three-months unfunded operating expenses.

8,000 7,000 6,000 5,000

OUR PERFORMACE

The MS Queensland Board, as part of the approval of the annual plan of activities and budget, approves an annual capital expenditure program. A summary of capital investments for 2012–13 is provided on page 78 of this report. Investment in capital projects is funded through a combination of grant funding and MS Queensland reserves.

9,000

The MS Queensland investment policy supports the Board’s strategic goal to develop a strong, developing and sustainable organisation.

4,000

OUR FUNDING

3,000 2,000 11–12

12–13

OUR PEOPLE

10–11

OUR GOVERNANCE

0

OUR FINANCIAL PERFORMANCE

1,000

Our growing net assets base provides an essential platform upon which we will continue to develop a resilient and sustainable organisation.

Our Special Purpose Financial Report for the 2012–13 financial year is available in full from our website www.msqld.org.au

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INDEPENDENT AUDITOR’S ASSERTION STATEMENT 

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                                             

                                                      

81

  

MS QUEENSLAND | 2012 –13 ANNUAL REPORT  

  

GLOSSARY AC

Companion of the Order of Australia

ACNC

Australian Charities and Non Profit Commission

AO

Officer of the Order of Australia

APAP

Adapted physical activity program

BHC

Brisbane Housing Company

CEO

Chief Executive Officer

COAG

Council of Australian Governments

DCA

DisabilityCare Australia

ELT

Executive Leadership Team

FIA

Fundraising Institute of Australia

HSQF

Human Services Quality Framework

ICA

Institute of Chartered Accountants

MS

Multiple Sclerosis

MSA

Multiple Sclerosis Australia

MSIF

Multiple Sclerosis International Federation

MSRA

Multiple Sclerosis Research Australia

NDIS

National Disability Insurance Scheme

NFP

Not-For-Profit

NMO

Neuromyelitis optica

OH&S

Occupational Health and Safety

PAF

Private Ancillary Funds

PND

Progressive Neurological Disease

PwC

PricewaterhouseCoopers

PwMS

People with Multiple Sclerosis

QDSS

Queensland Disability Services Standards

QUT

Queensland University of Technology

RAC

Risk and Audit Committee

UQ

University of Queensland

WH&S

Workplace Health and Safety

INDEX A About MS: the mystery disease B Board report C CEO report G H I M O

P R S W

15 63

Chairman’s report Communicating our work Compliance Corporate strategic risk register and profile

7 9 35 67 69

Governance

63

How we operate How we raise funds How we’re performing

53 47 11

Independent Auditor’s Assertion Statement

81

Meet our Board Meeting the need

65 27

Our achievements over 55 years Our contribution to MS research Our Executive Leadership Team Our financial position Our financial summary Our five-year performance Our Funding - how we performed Our investment policy Our operating environment Our People - how we performed Our Performance - how we performed Our progress towards our goals Our reach and service delivery Our staff Our values Our volunteers

5 15 54 80 77 75 50 80 13 60 41 21 29 55 56 57

Patron’s report

10

Risk management

68

Safety in the workplace Sustainability and our social impact

59 40

Where our money came from Where our money was spent Where we’re at Where we’re heading Where we’ve come from Who we work with

79 79 20 23 19 36

82

2013 MULTIPLE SCLEROSIS SOCIETY OF QUEENSLAND ABN 56 731 473 412

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286 Gladstone Road, Dutton Park Q 4102 Locked Bag 370, Coorparoo DC Q 4151 Phone: 07 3840 0888 Fax: 07 3840 0813 InfoLine: 1800 177 591 Email: mssociety@msqld.org.au Website: www.msqld.org.au www.facebook.com/msqld www.twitter.com/#!/msqld www.youtube.com/user/MSAustraliaQ