2015-16 Annual Report
OUR VOLUNTEERS This report was written for people living with multiple sclerosis; their carers and family members, our donors, government, our corporate supporters, our staff and the wider MS community.
THEMING THIS YEAR’S REPORT Our report this year combines the MS Queensland value of ‘Respect’ with the 2016 World MS Day theme of ‘Independence’. Six people living with MS tell their stories in this report, sharing how they achieve and maintain independence and respect and how they get the best out of life. You can read their inspirational stories on pages 20, 32, 48, 64, 76 and 90 of this report.
Thank you to everyone who contributed to this 2015–16 Annual Report.
The 2016 Annual General Meeting will be held on Wednesday 23 November 2016 at the Southbank Institute of Technology.
Our 2015–16 Special Purpose Financial Report is available in full from our website msqld.org.au
EDITING, DESIGN & PHOTOGRAPHY Written and edited by Eden Platell, Communications Advisor and project managed by Kristy Thornton, Marketing and Communications Manager, MS Queensland with contributors from across MS Queensland, MS Research Australia and the Governor of Queensland. Designed by Skye Dutson, Senior Graphic Designer, Skyelark Designs. MS Story photography by Josh Kelly, Jack Harlem Photography and Stefan Antony, Studio 61.
PRINT & PAPER Kindly printed by Printcraft, Eagle Farm, Queensland. Grange is FSC certified, sourcing pulp from responsibly managed forests and is made in a facility that is ISO 14001 EMS accredited. Made with elemental chlorine free pulps. For more information see kwdoggett.com.au
CONTENTS MS STORIES Anne-Marie Zammit Ronda Bennett Paul Van De Vorst Penelope McNally Bev Forsyth Pam Barry
20 32 48 64 76 90
HIGHLIGHTS OF THE YEAR Our values Who we are
02 04 04
OUR JOURNEY 1.1 Chair & CEO message 1.2 Patron's message 1.3 Our operating environment 1.4 MS: the invisible disease 1.5 Our contribution to MS research 1.6 Additional Queensland researchers
OUR STRATEGY 2.1 Our strategic plan 2.2 2015–16 organisational health check Strategic goal 1 Strategic goal 2 Strategic goal 3 Strategic goal 4
OUR IMPACT 3.1 Our reach 3.2 Communicating our work 3.3 Advocacy 3.4 Sustainability
05 06 09 10 13 14 16 19 22 24 24 26 28 30 31 34 42 44 46
OUR FUNDING 4.1 How we raise funds 4.2 Our strategic alliances 4.3 Government funding 4.4 Who we work with
47 50 56 59 60
OUR PEOPLE 5.1 How we operate 5.2 Our staff 5.3 Workplace profile
63 66 68 72
OUR GOVERNANCE 6.1 Our governance structure 6.2 Our Committees 6.3 Our Board 6.4 Safety in the workplace 6.5 Compliance
75 78 80 82 84 88
OUR FINANCIAL PERFORMANCE 7.1 Our five year performance 7.2 Our financial position 7.3 Our investment policy 7.4 Independent auditor's assertion statement
89 92 97 98 99
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DID YOU KNOW THAT... WE WELCOMED 248 NEW CUSTOMERS THIS YEAR?
raised an incredible
$1,385,516 MS PHYSIO & EXERCISE THERAPY
$616K $228K $782K $147K $1.5M
was raised by 4,500 walkers at the MS Moonlight walk was raised by 950 swimmers at MS Swimathons was kindly donated through wills by 19 generous families was raised by 73 people at community fundraising events
individual physio and exercise therapy sessions were delivered
MS Queensland registered customers across Queensland
group physio and exercise therapy sessions were delivered
MS SERVICES VOLUNTEERS
DID YOU KNOW THAT...
$630K raised through donations, appeals and individual giving
WE REDUCED LOST TIME INJURIES (LTI’S) TO TWO? down from 10 in 2012-13, eight in 2013-14 and three in 2014–15
counselling sessions were provided to customers and their families
DID YOU KNOW THAT... GOVERNMENT SUBSIDIES = 60% OF OUR FUNDING FOR SERVICES? down from 66% in 2014–15
of in-kind support was provided (collectively) by volunteers
REPORTED STAFF INCIDENTS
the number of reported staff incidents dropped from 62 (in 2014–15) to 26 (in 2015–16)
of hours volunteering was provided by event volunteers
providing respite to 33 customers and their families
was raised by Art Unions to assist people with MS
McKinnon House was occupied for weeks of the year
participants took part in 11 different fundraising events
hours of volunteering work was performed by services volunteers
raised through our events, donors & lotteries
Brissie to the Bay
increase on customer service spending
hours were contributed by Board members to MS Queensland’s strategic direction and guidance
$8.1M worth of housing projects are in the planning stages
75% 25% are female
people subscribe to the print version of MS Life and 335 have subscribed to the digital version
to Brisbane’s MS Clinic
to MS Research Australia
2.3M or more people live with MS worldwide
Australians live with MS
We provided 9,624 hard copy Information Kits
DID YOU KNOW THAT...
2,300 resources were downloaded directly from our website
is the estimated annual cost of MS to individuals and the Australian community
We answered 1,470 InfoLine calls and responded to 343 emails
MS ACCOMMODATION Granston Lodge provided 7,243 occupied bed days of long-term accommodation and respite
MS IS MOST COMMONLY DIAGNOSED BETWEEN THE AGES OF 20 AND 40?
Nine people received 24-hour care at Annerley Apartments equating to 2,906 occupied bed days
3x WOMEN:MEN Women are three times more likely to be diagnosed with MS than men
73 IN EVERY 100,000 Queenslander’s live with MS
INFORMATION & EDUCATION
NDIS information sessions were held in 16 different regions across Queensland
people were provided with immunotherapy education and support
people attended education and information sessions on MS symptoms, symptom management, current drug therapies and latest reseach
MS STRATEGIC PLAN
see page 21 of Our Strategy
136 action plans were set – 86 were fully achieved, 4 partially achieved, 45 carried forward and one pending
increase in Twitter presence
increase in Facebook presence
unique visitors to our website
MS NURSING SUPPORT
people were provided with immunotherapy nursing advice through the Royal Brisbane and Women’s (RBWH) and Princess Alexandra (PA) Hospital MS Clinics
953 media hits were generated this year resulting in
$7.1M publicity value
INCOME & EXPENDITURE
$16.0M total income
$16.5M total expenditure
MS QUEENSLAND 2015–16 HIGHLIGHTS
MS RESEARCH CONTRIBUTIONS
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WHO WE ARE
MS Queensland is a leading non-profit organisation, founded in 1958. Our vision is a world free from multiple sclerosis (MS) 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. Our mission is to be the first choice for MS information, education, treatment, care and support across Queensland. We live by the values of respect, hope, commitment and collaboration. These values guide all that we do.
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CHALLENGES ALONG THE WAY Operating challenges came in the form of balancing investments in organisational readiness for the NDIS with the need to expand our services for people living with MS â€“ particularly in an unrelenting, competitive and sometimes uncertain fundraising environment, setbacks to the construction timetable of our three planned housing initiatives and extensive delays in the announcement of the NDIS roll-out schedule in Queensland.
1.1 CHAIR & CEO MESSAGE
PROGRESS ON THE JOURNEY
STAFF AND SUPPORTERS
This year the team at MS Queensland once again made good progress in our efforts to help people living with MS to get the best out of life, advocate for change and search for a cure. We again acknowledge everyone involved with MS Queensland and our work over the past year â€“ customers, board members, staff, members, volunteers and supporters. We are so very grateful for your continued support on the journey towards a world free from MS and its devastating impact.
We sincerely thank the outstanding team of staff and volunteers at MS Queensland for their excellent performance and dedication to living our organisational values of respect, hope, commitment and collaboration. Our independently conducted annual staff engagement survey once again reflected the commitment of our staff and their belief that MS Queensland is a truly great place to work. Thank you to our members, donors, sponsors, community fundraisers, lottery and event participants, bequests and philanthropic grant makers for their generous and ongoing financial support.
HIGHLIGHTS OF THIS PAST YEAR:
We again also extend our appreciation to His Excellency Governor of Queensland and Patron of MS Queensland the Honorable Paul de Jersey AC for his valued support.
MS RESEARCH The pathway to actually eradicating MS, and not just dealing with the devastating impact of the disease, will come from high quality MS research. During the year $170,696 was provided to officially commence the Phase 1 Trial of autologous Epstein-Barr virus-specific T cell therapy as treatment of progressive MS. We were also proud to deliver an overall 56% increase in our financial contribution to MS research, including funding for the PrevANZ Vitamin D MS Prevention trial.
FUNDRAISING SUCCESS MS Brissie to the Bay delivered a solid $1.16M net surplus result this year in a very tough environment while Art Union Lotteries outperformed budget and an expanded MS Swimathon program delivered a strong result. Our Appeals, Regular Giving and Major Gifts programs ensured we diversified our fundraising revenue mix.
ORGANISATIONAL PERFORMANCE The Executive Leadership Team (ELT) continues to use KPI’s to track and measure divisional performance of the organisation. Highlights include: Better than budget financial results Increased expenditure on services for customers Better than target media mentions and website hits and being on target for new members Continued strong levels of staff engagement The first year of our updated 2025 Strategic Plan was ambitious, with the ELT setting 136 action plans for the year and achieving the following results: 86 action plans fully or substantially achieved (63%) Four partially achieved (3%), seven will be carried forward into next year for completion 45 were carried forward into next year (33%) One action was put on hold during the year You can read a detailed progress update on our Strategic Plan on pages 22–30.
Expanding our service offerings and locations (see page 35) Growing the NeuroCare Network collaboration including the piloting of a new service delivery venture in Townsville known as Spark NeuroCare (see page 56) Delivering on our commitment to increase our funding support for MS research (see page 14) including through the exciting commencement of the Phase 1 Trial of autologous Epstein-Barr virusspecific T cell therapy as treatment of progressive MS (see page 15) Commencing construction of two planned housing projects in Albany Creek and Lutwyche (see pages 11 and 25) Delivering solid fundraising results in increasingly competitive markets (see pages 50–54) Preparing for the launch of our bold Project Dignity 120 initiative to deliver 120 high need independent apartments across Queensland in the next 10 years (see page 11) Detailed planning for the divestment of our Dutton Park site (see page 29) Growing our understanding of and readiness for the NDIS ( see page 26)
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NEW HIGH-CARE APARTMENTS WILL BE DELIVERED OVER THE NEXT 10 YEARS
HOUSING PROJECTS Despite some delays, we commenced construction in two of our three planned housing projects – one in partnership with Youngcare (11 units in Albany Creek) and one with Brisbane Housing Company (four units in Lutwyche). We anticipate that our Springfield project (18 units) will commence in late 2016, with all projects completed during the course of 2017. Excitingly, during the year MS Queensland laid the foundations to deliver a total of 120 apartments of high-care housing (across 10 locations) over the next 10 years. Known as Project Dignity 120, the initiative appears to be the first of its kind in Queensland and seeks to lead the way in ending the high need housing crisis for people living with progressive neurological diseases in Queensland.
NDIS In the first quarter of 2016, the Queensland Government announced the NDIS roll-out schedule. We now know where and when the scheme will commence, greatly assisting MS Queensland’s planning and approach. Looking ahead, the next year will once again bring both opportunity and challenge, especially as we continue
to transition to the NDIS environment, deliver on major projects and drive organisational change in line with our 2025 strategy. The most significant initiatives will be:
undertaking the complex and expensive property development process required to deliver new housing solutions for people living with MS and other PND
2 3 4
e xecuting plans to divest the Dutton Park site for maximum value transitioning to the NDIS
STRONG GOVERNANCE We again thank our fellow Directors who gave voluntarily of their time and talents to the MS cause over the year. Specifically we acknowledge the service of John O’Dempsey (2009–2015). A strong governance culture within the Board was supported by new role descriptions and professional development undertaken by Board members in line with the Board’s skills and composition matrix. To everyone living with MS – you are the reason we exist. Thank you for your inspiration and the hope you give through the daily choice you make to live positively with MS.
securing strong fundraising results in a flat economy, while at the same time investing in new and emerging fundraising products for future returns
evaluating the success of the Townsville Spark NeuroCare proof of concept pilot project
Roger Burrell Chair
Lincoln Hopper Chief Executive Officer
1 MESSAGE FROM THE GOVERNOR OF QUEENSLAND As Patron of MS Queensland, I was proud and pleased to host a reception at Government House on 25 May to celebrate World MS Day 2016 and to recognise the recipients of the newly re-named ‘MS doesn’t stop me’ awards. It was particularly pleasing to see the theme for World MS Day this year – 'independence', reflected so appropriately in these annual awards. The name and the theme both send powerful and important messages to the entire community. MS Queensland has a vision for a world free from Multiple Sclerosis and its devastating impact. Its core purpose is to advocate for change and continue the quest for a cure while helping people living with MS to get the best out of life. As Governor and Patron, I stand alongside the many dedicated supporters, staff and friends of MS Queensland in their work, particularly in advancing 'Project Dignity 120' – MS Queensland's commitment to build 120 new high-need independent living apartments across 10 locations in Queensland over the next ten years.
This ambitious but visionary project is just the latest chapter in MS Queensland's proud history of improving the lives of those with MS and their families. It also epitomises the spirit of collaboration with the broader community which informs all of the Association’s activities. I congratulate MS Queensland on its achievements this year and commend the Association to every Queenslander. Our support is vital to enabling MS Queensland to enhance the dignity of every Queenslander living with the daily challenge of this complex disorder.
His Excellency the Honourable Paul de Jersey AC Governor of Queensland
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1.3 OUR OPERATING ENVIRONMENT
MS CAUSES, TREATMENT & CURE
While MS continues to be the subject of intense, worldwide research, a cure for MS remains elusive. As new information, research and treatments are released, people living with MS need real-time access to accurate and validated information, education, treatment, care and support to best manage their situation and inform the decisions they make. An increase in the number, type and benefits of MS pharmaceutical treatments also means we need to quickly adapt in innovative, flexible and timely ways in response to people’s changing needs.
Significant government reform is taking place across the disability, aged care, community and health sectors towards ‘person centred care’ models where consumers can exercise greater choice and control over what, and how, funded supports are provided to them. Outcomes for people living with MS stand to be significantly improved, but ironically, the not-for-profit sector is significantly ill-prepared to adapt to these reforms.
The immediate nature and influence of social media in the worldwide coverage of MS and autoimmune treatments (such as stem cell and novel EpsteinBarr Virus adoptive immunotherapies) presents both opportunities and challenges for us to convey accurate and validated information.
The single biggest transformational reform affecting us will be the implementation of the National Disability Insurance Scheme (NDIS) in Queensland from July 2016. To prepare our customers and ourselves for the NDIS in Queensland we are working proactively with our interstate MS colleagues and other partners to grow our knowledge and share whatever we can with our community. We have continued a comprehensive scope of work to ensure our organisation is as prepared as we can be for the NDIS when it commences.
135,000 AT LEAST
PEOPLE ARE LIVING WITH PROGRESSIVE NEUROLOGICAL DISEASES IN QUEENSLAND
THE NEUROCARE NETWORK
APPROPRIATE HOUSING FOR PEOPLE LIVING WITH MS
At least 135,000 people are living with Progressive Neurological Diseases (PND) like MS, Huntington’s Disease, Muscular Dystrophy, Motor Neurone Disease, Alzheimer’s, Epilepsy and Parkinson’s Disease in Queensland. Interestingly, across these unique conditions there is significant shared and unmet needs for information, neurological physiotherapy, symptom management, counselling, financial support, aids and equipment and high care support.
Research continues to show us that adequate income, stable health and wellbeing and access to the right supports (e.g. in-home care) can help people living with MS maintain their independence. We also know that simple home modifications that adapt to a person’s changing needs over time would allow them to remain at home for longer.
We are leading a collaborative approach to meeting these common needs through continuation of the NeuroCare Network. In a rapidly changing operating environment we believe the NeuroCare Network offers excellent opportunities for securing the unique and specialist knowledge of specific PND organisations while also offering large scale and efficient ‘common’ services back to the wider PND group of clients.
1 This strategy seeks to lead the way in ending the high-need housing crisis for people living with progressive neurological disease in Queensland. This means we will continue to support people to stay in their homes as well as overseeing the construction of new housing as part of Project Dignity 120, our strategy for delivering 120 apartments of high-care housing over the next 10 years.
Sadly, age-appropriate high-care housing solutions are extremely limited and many people access aged care accommodation as a last resort. In Queensland this means an estimated 370 people living with MS or other neurological conditions who are under the age of 65 currently live permanently in residential aged care. We have a long-term strategy for addressing the unmet housing needs of people living with MS. We want to ensure they can live at home for as long as their condition allows and can access ageappropriate, high quality and affordable residential care and respite when and where they need it.
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MS PREVALENCE IN QUEENSLAND
OUR FUNDRAISING LANDSCAPE
With an MS prevalence rate of 73 per 100,000 people, Queensland has the third highest number of people with MS (more than 3,200) spread over the largest geographic distance in Australia*. Responding to the needs of people living with MS across these vast distances continues to be an enormous challenge. Thankfully, access to technology has enabled us to deliver information on a 24/7 basis, particularly when a person has just been diagnosed.
Fundraising has always been used to complement our 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 we are positioning ourselves for this change. Through our 10 year fundraising strategy we are diversifying our existing strong mix of fundraising products by expanding into new areas such as corporate partnerships and major gifts fundraising.
Locally we comply with State and Federal government regulations in carrying out our business activities including the Australian Privacy Principles under the Commonwealth Privacy Act 1988, the Office of Liquor and Gaming Regulation, the Queensland Human Services Quality Framework and the Australian Accounting Standards. In early 2016 we were again provided with unqualified 100% JasANZ Recertification for Human Services Quality Standards to conduct our residential care activities at Dutton Park and Annerley. This will be re-certified again in late 2017.
A PROPOSED HOUSING PROJECT IN SPRINGFIELD Source: *MS Research Australia, 2011
1.4 WHAT IS MS? By definition, multiple sclerosis (MS) means ‘many scars’. MS is best described as a progressive neurological condition where the immune system of a person with MS attacks myelin, a protective, insulating coating around nerves which allows signals to be transmitted throughout the central nervous system. These immune attacks in the brain, optic nerve and spinal cord cause scarring of the myelin that disrupts nerve signals and can even damage the actual nerves themselves, sometimes permanently.
MS PREVALENCE IN AUSTRALIA Depending on the region under attack and the severity of damage caused, symptoms of MS vary between individuals and can include loss of balance, fatigue, vision impairment, cognitive issues, abnormal speech and muscle weakness. No two cases of the condition are identical and there is still 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.
There are currently 23,000 people living with MS in Australia and this number is increasing*. People are more likely to be diagnosed in early adulthood and three quarters of those diagnosed are women. The impacts of MS are much broader, with a persons’ family and friends impacted by the daily challenges of living with such an unpredictable disease.
MORE THAN 2.3M PEOPLE LIVE WITH MS GLOBALLY
MS: THE INVISIBLE DISEASE
AUSTRALIANS LIVE WITH MS & THIS NUMBER IS INCREASING
THE TOTAL COST OF MS TO INDIVIDUALS & THE AUSTRALIAN COMMUNITY IS MORE THAN $1 BILLION ANNUALLY
MS IS MOST COMMONLY DIAGNOSED BETWEEN THE AGES OF 20 & 40
MS AFFECTS ALMOST THREE TIMES MORE WOMEN THAN MEN
Source: *MS Research Australia, 2015
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1.5 OUR CONTRIBUTION TO MS RESEARCH
THE MS RESEARCH STRATEGY
RESEARCH PROJECTS IN AUSTRALIA
MS Research Australia (MSRA) has a scientifically robust competitive model to fund the best research in Australia. Research is funded within four main streams including the biology and triggers of MS, developing better treatments and ways of managing the symptoms of MS, repairing or reversing existing damage and also issues of practical importance to people with MS such as social impact and employment. MSRA aims to accelerate research advances that will prevent, better treat and ultimately find a cure for MS. MSRA funds individual projects and researchers throughout Australia as well as collaborative platforms in areas of importance such as genetics and stem cell therapies. MSRA is also involved in the global agenda of MS research through the International Progressive MS Alliance and other international initiatives such as those related to paediatric MS.
Each year MSRA funds MS research in universities and medical research institutes through project grants, scholarships and fellowships. In January 2016 $1.627M in funding was awarded to 23 exciting new grants, including two grants to researchers in Queensland. Dr Hannah Gullo from the University of Queensland received a travel award to facilitate an international collaboration to study cognitive remediation for MS and Professor Alan Baxter received a project grant to investigate the role of gene networks involved in immunity in the development of MS.
INTERNATIONAL COLLABORATION TO STUDY COGNITIVE REMEDIATION FOR MS Dr Hannah Gullo, University of Queensland Total funding awarded: $8,000 Duration: 1 year
USING IMMUNE GENE NETWORKS TO UNDERSTAND RISK IN MS Professor Alan Baxter, James Cook University, Queensland Total funding awarded: $240,000 Duration: 3 years
THE AUSTRALIAN MS AUTOLOGOUS HAEMATOPOIETIC STEM CELL TRANSPLANT (AHSCT) REGISTER
RESEARCH PLATFORMS IN AUSTRALIA
The Australian AHSCT Register is collecting clinical data on the effect and outcomes of this treatment and long term prognosis in people with MS who have undergone this type of therapy. The register will contribute to the global amassing of data to determine the safety and appropriate protocols and target population for this experimental treatment option.
We work closely and collaboratively with our national research arm, MS Research Australia, and provide funding to support their research program. During 2015–16 we contributed a total of $548,979 to MS research: 29% to Brisbane’s MS clinic and 71% to MSRA. Funding from MS Queensland has been used to support a number of the national collaborative projects currently underway, including the PrevANZ Vitamin D MS Prevention Trial.
THE PREVANZ VITAMIN D MS PREVENTION TRIAL
A NEW TREATMENT OPTION FOR MS Professor Michael Pender has been working on the effect of Epstein-Barr virus (EBV) on the immune system for many years. This work, supported by MS Research Australia, has resulted in an experimental therapy that was trialled in a single patient with good results in 2014. Professor Pender is now undertaking a Phase I clinical trial with a small number of participants to determine safety and efficacy of this novel treatment with funding from MS Research Australia and MS Queensland.
The PrevANZ Vitamin D MS Prevention Trial is investigating whether supplementation with vitamin D can prevent a diagnosis of MS in those people who have only had a single demyelinating event. The trial will cover a range of doses of vitamin D to determine the best dosage level and the
safety of vitamin D as an option for future treatment. The trial is being conducted at two sites in Queensland, Wesley Research Institute and the Gold Coast Hospital and results are expected in 2017.
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1.6 ADDITIONAL QUEENSLAND RESEARCHERS PROFESSOR SIMON BROADLEY
ASSOCIATE PROFESSOR JUDITH GREER
DR ANNA HATTON
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 a staff specialist with the Gold Coast Hospital and provides specialist services in Neurology. Simon is the Chair of the MSRA Research Australia Research Management Council which determines research funding allocations each year. He is involved in a number of MSRA platforms including ANZgene and the PrevANZ clinical trial.
Associate Professor Judith Greer is based at the University of Queensland and received an incubator grant in 2015 to develop an entirely new animal model of MS. The new animal models that she is creating will use immune cells taken from the blood of people with MS to rebuild the immune system of mice who have no immune system of their own. This should provide researchers with a model that much better mimics human MS than those which are currently available.
Dr Hatton and colleagues at the University of Queensland were awarded a project grant from MSRA to conduct a clinical trial to test whether wearing textured shoe insoles may increase sensory feedback from the feet to improve gait in people with MS. Many people with MS experience problems with walking which affect day to day activities and often lead to falls. Walking problems in MS are often caused by a combination of symptoms such as altered function of muscles, nerves and senses. This trial aims to address part of this picture to improve walking and reduce falls.
DR MARGARET JORDAN
Dr Jordan was awarded the MSRA – National Health and Medical Research Council (NHMRC) Betty Cuthbert Fellowship in 2013. Dr Jordan completed her PhD at James Cook University in 2011 under the supervision of Prof Alan Baxter. 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. As well as her ongoing research projects, Margaret supervises a number of university students and lectures on laboratory techniques.
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.
Katherine Sanders has been awarded an MSRA postgraduate scholarship to investigate the mechanisms and molecules that control gene activity in MS. MicroRNAs are a large group of small genetic molecules that regulate the switching on and off of specific genes. Ms Sanders will work with Dr Lotti Tajouri at Bond University, in collaboration with Associate Professor Jeannette Lechner-Scott at the Hunter Medical Research Institute in NSW to profile the microRNAs that are specifically found in the blood and brain tissue of people with MS.
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Anne-Marie Anne-Marie Zammit is a bubbly, vivacious woman who was diagnosed with MS following a serious car accident – she was just 21 years old. Anne-Marie has now lived with MS for 26 years.
When she first started experiencing strange episodes following her car accident Anne-Marie, who had just started her career as a registered nurse, knew there was a problem and booked an appointment with a neurologist. She was told she could either have MS or meningitis, and underwent an MRI. Her neurologist confirmed her MS diagnosis over the phone and the then 21 year old broke down. Once Anne-Marie had collected herself she called her local MS organisation, MS NSW. They connected her with a neurologist who Anne-Marie continued to see for more than 20 years, building a strong foundation of support and friendship. Anne-Marie’s symptoms were mild and her progression slow, enabling her to continue her nursing career. She worked as a theatre nurse for 13 years but started to find it difficult standing for long periods during operations so moved to the wards where she cared for children. Nursing started to become more difficult so she gave it up and utilised her AustSwim qualifications to teach kids to swim. She loved working with kids but after four years teaching part-time balance issues combined with small children in a pool started to worry Anne-Marie and she decided to stop working. As Anne-Marie’s MS slowly progressed, her older sister who also lived in Sydney saw the need for Anne-Marie to be closer to family. She arranged for
Anne-Marie to visit her brother in Brisbane and the three siblings soon agreed a permanent move to Queensland would be a good idea. Anne-Marie’s brother Phil fitted out a two bedroom granny flat on his Wooloowin property with a suitably accessible bathroom and even installed a stair lift so Anne-Marie could safely navigate the few stairs that lead to her bedroom and bathroom. Now Anne-Marie has complete independence in her own little flat, while still having the support of family close by when required – and she loves it! “Moving to Brisbane has been great, I really love it here!” says Anne-Marie. When she arrived in Brisbane her sister-in-law booked her in to see a MS Queensland Regional Service Coordinator (RSC) to help coordinate her care needs. Now she regularly goes to physio and aqua aerobics and has formed friendships with other people with MS, going out for coffee after physio. She has even accessed an electric scooter that had been donated to MS Queensland which allows her to drive to the local shops. Anne-Marie is incredibly positive and encourages other people with MS to “try not to let it rule your life, MS doesn’t have to stop you.” And it certainly hasn’t stopped Anne-Marie, in just weeks she is travelling to Sydney to catch up with friends and is planning a cruise with friends for her birthday.
“TRY NOT TO LET IT RULE YOUR LIFE, MS DOESN'T HAVE TO STOP YOU.” Anne-Marie Zammit
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2.1 OUR STRATEGIC PLAN
WHERE WE’RE AT Following completion of the first three-year planning cycle (2012–2015) of the MS Queensland 2020 Strategic Plan, the Board and Executive Leadership Team (ELT) reviewed and updated the Strategic Plan to include: A 10 year outlook and strategic goals (out to the year 2025) Renewed focus for the next three year planning cycle (2015–2018) Projects and actions for this year (2015–16) Projects and actions for next year (2016–17)
UPDATED STRATEGIC GOALS OF THE 2025 PLAN ARE:
H igh quality solutions for people living with Progressive Neurological Disease (PND), by raising the access, quality and geographic spread of service solutions
S ocietal, policy and sector reform that directly benefits our clients through highly regarded and influential advocacy
A strong, developing and sustainable organisation by having excellent people, strong finances, efficient processes, clever systems and market presence
Supporting and promoting cutting-edge MS research (new goal)
YEAR ONE (2015–16)
MEASURING OUR SUCCESS
STEP CHANGE INITIATIVES
During the year we planned to undertake 27 key projects, 20 NDIS readiness projects and seven others. This plan was ambitious, with 136 individual actions falling under these 27 projects. By 30 June 2016, 100% of our actions had commenced and 86 (63%) of these actions were fully achieved. A total of four actions (3%) were partially achieved while 45 (33%) of these actions will be carried forward into next year for completion. During the year one action was put on hold. A more detailed overview of our key projects for this year and next year can be found on pages 24–30.
By 2025 we want to be able to measure our success through the positive impact we have made as an organisation in the lives of people living with PND in Queensland. For us, success is measured through improvements in:
Alongside our ‘business as usual’ activities, the following significant initiatives have been written into the updated 2025 Strategic Plan:
The proportion of people living with PND in Queensland that can access quality, timely and convenient service solutions
The quality of life of people living with PND in society and the level of general community awareness of disability issues
The strength of our balance sheet, profitability, diversified revenue and having safe, skilled and engaged staff and volunteers
Deliver 120 high-need housing apartments across the state
Lift our fundraising to $10m net per annum with a target of directing 50% of these funds to research for MS
Investigate redevelopment options for our Dutton Park site
We know the success of our work cannot wait to be measured in the year 2025 at the end of our strategic plan cycle. This is why we take regular ‘health checks’ of key performance indicators to make sure we’re achieving our long term objectives. Please see the following pages of this section for our 2015–16 organisational health check.
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2.2 2015â€“16 ORGANISATIONAL HEALTH CHECK
STRATEGIC GOAL 1 HIGH QUALITY SOLUTIONS FOR PEOPLE LIVING WITH PND IN QUEENSLAND, BY RAISING THE ACCESS, CHOICE AND QUALITY OF SERVICE SOLUTIONS.
OUR LONG TERM STRATEGIES (2025) 1. Be the trusted partner of people living with PND 2. Innovative total solution portfolio development 3. Focus on community as a key delivery modality
1 ACTION PARTIALLY ACHIEVED 11 ACTIONS CARRIED FORWARD
OBJECTIVES FOR THE THREE YEARS (2015–18)
KEY PROJECTS FOR THIS YEAR (2015–16)
KEY PROJECTS FOR NEXT YEAR (2016–17)
Transition MS Queensland service delivery into consumer directed frameworks (e.g. NDIS)
Deliver a new functional design for services
Determine and assess six regions for the roll-out of the Integrated Service Delivery Model
Maximise customer loyalty to MS Queensland
Develop a ‘Partnerships Framework’
Establish NeuroCare Network service delivery
Pilot NeuroCare Network in one location
Continue MS Queensland Brand Evolution by creating specific product brands for each individual service delivery component of the end-customer product suite
Become a top 10 trusted brand in our sector
Deliver a ‘Brand Benefit Review’
Identify and secure at least three Project Dignity 120 sites for future high-need housing
Begin raising funds for service innovation
Commence a capital fundraising Achieved campaign for high-care housing projects
Deliver three community-based housing solutions
Commence housing construction in Springfield, Albany Creek and Lutwyche
Roll-out the Integrated Service Delivery Model into agreed regions
Launch MS Care Partners and endorse two providers as official MS Care Partners
Secure $5M in capital from fundraising to contribute towards our high-care housing projects Operationalise the new Springfield high-need housing service Operationalise the new Albany Creek high-need housing service Operationalise the new Lutwyche accessible housing apartments
25 2015–16 Annual Report
2 OUR STRATEGY
OUR PROGRESS TO DATE LOOKS LIKE...
25 ACTIONS ACHIEVED
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100+z 4 ACTIONS ACHIEVED
STRATEGIC GOAL 2
OUR PROGRESS TO DATE LOOKS LIKE...
SOCIETAL, POLICY AND SECTOR REFORM THAT DIRECTLY BENEFITS OUR CLIENTS THROUGH HIGHLY REGARDED AND INFLUENTIAL ADVOCACY.
OUR LONG TERM STRATEGIES (2025) 4. Take a sector leadership role
OBJECTIVES FOR THE THREE YEARS (2015–18)
KEY PROJECTS FOR THIS YEAR (2015–16)
KEY PROJECTS FOR NEXT YEAR (2016–17)
Influence the NDIS design and Queensland roll-out
Launch a business development strategy
Support and contribute to MS Queensland and MS Australia advocacy priorities
Use our evidence-base to credibly report the impact of our work and to advocate for change
Advocate for community based NDIS local area co-ordination (LAC) through the Information, Linkages and Capacity Building (ILC) Policy Framework
Build the advocacy capability of the sector through the NeuroCare Network (an alliance led by MS Queensland)
Thoroughly research the evidence-base for three advocacy topics relevant to the NeuroCare Network
Establish a Queensland Parliamentary Friends group
Influence key decision makers for inclusion of AS 4299 Adaptable Housing (1995) in the National Construction Code Review and report on the end-customer experience Identify and implement two advocacy projects with the NeuroCare Network
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STRATEGIC GOAL 3 A STRONG, DEVELOPING AND SUSTAINABLE ORGANISATION BY HAVING EXCELLENT PEOPLE, STRONG FINANCES, EFFICIENT PROCESSES, CLEVER SYSTEMS AND MARKET PRESENCE.
OBJECTIVES FOR THE THREE YEARS (2015â€“18) Align our governance, finances, people, brand, messaging, systems and processes for NDIS arrangements
OUR LONG TERM STRATEGIES (2025) 5. Organisational alignment 6. Explore creative funding solutions/financial models to create capacity/sustainability 7. Build a sophisticated client intelligence capability
Increase organisational productivity (efficiency and effectiveness) Maximise return from property assets Roll-out 10 Year Fundraising Strategy Fully realise our Business Intelligence capability
3 ACTIONS PARTIALLY ACHIEVED 35 ACTIONS CARRIED FORWARD
KEY PROJECTS FOR THIS YEAR (2015–16)
KEY PROJECTS FOR NEXT YEAR (2016–17)
Commence an ‘NDIS Compliance and Governance Review’
Develop a Partnerships Strategy for MS Queensland
Roll-out a plan for financial sustainability
Secure two new corporate partners
Review the potential effects of the NDIS on our philanthropic funding
Implement a Marketing Strategy to engage with our customers
Map fundraising case(s) of support against NDIS funded coverage areas
Refresh website and social media channels
Develop communications to educate current and potential donors
Integrate change across the organisation through all projects
Maximise stakeholder and community engagement through an effective marketing plan
Conduct an efficiency review and develop an implementation plan with minimum 5% savings target
Refresh website and social media channels
Implement new IT system to enable efficient delivery of new Integrated Service Delivery Model
Maximise staff retention and recruitment through our Workforce Strategy Achieved
OUR PROGRESS TO DATE LOOKS LIKE...
58 ACTIONS ACHIEVED
Maximise staff retention and recruitment through the implementation of the MS Queensland Workforce Strategy
Transition the organisation successfully to the desired future state (Change Management)
Commence a productivity review
Maximise our IT architecture
Rollout a customer-centred outcomes based approach
Continue the redevelopment/divestment plan for the Dutton Park site
Maximise return from property assets
Dispose of Runaway Bay property
Research and develop a fully costed business case for future investments
Develop a commercially successful MS Seal of Approval
Develop and implement a new Learning and Development Strategy Roll out new organisational structure/KPI reporting
Implement Year 2 of our 10 Year Fundraising Plan Establish effective legal, tax structures and investor model for Project Dignity 120 housing projects Identify NDIS Policies and Procedures 29 2015–16 Annual Report
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STRATEGIC GOAL 4 SUPPORTING AND PROMOTING CUTTING-EDGE MS RESEARCH.
OUR LONG TERM STRATEGIES (2025) 8. Raise funds for MS research
100+z 1 ACTION PENDING
OUR PROGRESS TO DATE LOOKS LIKE...
NOT DUE TO COMMENCE UNTIL 2016–17
OBJECTIVES FOR THE THREE YEARS (2015–18)
KEY PROJECTS FOR THIS YEAR (2015–16)
KEY PROJECTS FOR NEXT YEAR (2016–17)
Secure required funding for Phase 2 Clinical Trial
Prepare for Phase 2 Clinical Trial fundraising campaign
Pending successful completion of Phase 1
Influence and increase the number of social/applied research topics funded by MS Research Australia
Use business intelligence to influence MS Research Australia's social and applied research program
Ronda Ronda turned around to answer her husband one day and couldn’t talk. Her speech was garbled and she lost feeling to part of her face, her arm and leg. She thought she’d had a stroke, but her speech suddenly returned and she started to regain feeling so she brushed it off. After that she started having some balance issues and a move from the cold Blue Mountains to the sunny Gold Coast saw an increase in symptoms so she booked in to see a neurologist.
She underwent an MRI shortly before Christmas in 2001, her neurologist had an idea of what she had but told her to enjoy her Christmas and come back for her results in the New Year. Unfortunately she was hospitalised on Christmas Eve and an unthinking doctor said “You know you have MS right?” Ronda was distraught. Her neurologist found out and visited her on Christmas Day with a stack of resources on MS he told her to read through and made a time to come back and answer all her questions. Following her diagnosis Ronda’s MS progressed gradually. Her husband cared for her full time and it started to take its toll on him, so her MS Queensland Regional Service Coordinator (RSC) arranged for respite care at Granston Lodge. Their marriage broke down and Ronda has been a resident at Granston Lodge ever since.
to think about returning to work and attended a meeting at an employment agency in South Brisbane. When the meeting finished she couldn’t contact her transport driver so decided to make her own way back to Dutton Park by following Annerley Road. She was doing well until she encountered an intersection with no audio cues where she got stuck for nearly an hour. She eventually made it home but was terrified by the experience. Ronda contacted Brisbane City Council about the intersection and after lots of lobbying successfully convinced them to spend more than $1 million upgrading the intersection. Her mobility specialist Christa asked if she could share Ronda’s story at an International Mobility Conference in Montreal and Ronda agreed, only if she could attend too.
Ronda’s vision was declining and she was referred to Vision Australia where she started weekly sessions with an orientation and mobility specialist, Christa Jacob. Christa asked Ronda what her goals were and Ronda replied that she wanted to be able to catch a bus and a train, navigate her local area and make her own way into Queen Street Mall in the city.
MS Queensland’s activity coordinator Matthew Powell and MS Queensland got behind her and together they raised the funds for the trip through months of fundraising, approaching companies and Government members, holding events and setting up a crowd funding page online. Their hard work paid off and Ronda, accompanied by Matthew as her carer, made the trip to Canada in 2015.
As Ronda’s mobility increased from the strategies she learned from Christa, so did her confidence – "I got back something that I had lost – confidence. It’s something that I truly cherish” said Ronda. She started
The trip was a massive undertaking and one that wouldn’t have been possible had Ronda not gained the confidence from her increased mobility. Now she says with most things she’ll “have a go”.
“I GOT BACK SOMETHING THAT I HAD LOST – CONFIDENCE. IT'S SOMETHING THAT I TRULY CHERISH” Ronda Bennett
34 Independence . Respect
3.1 OUR REACH
As the only service provider specifically dedicated to supporting people with MS in Queensland, we are responsible for delivering a number of core services to people living with a Progressive Neurological Disease (PND). With 2,481 registered customers across the state, our services need to be diverse, flexible and importantly – accessible. Continuing to build local community presence has been our focus this last year. When we are unable to have an ongoing local presence, we have built the capacity of other local health and community service providers so that they are appropriately equipped to meet the needs of people with PND. We listen to our customers and have tailored our service offerings to ensure we meet their needs – to be available when and where they need us with the information, advice and support they require.
ACCOUNTABILITY & DEMAND We currently have a service agreement with the Department of Communities to provide services to people living with MS in Queensland. To receive this funding we must provide a range of services including long-term accommodation, respite, case management, therapy and information dissemination with spending requirements for each service specified under the service
agreement. Each quarter we report details of the services delivered and the number of customers we have supported to substantiate the funding we receive. This year we worked hard to remain relevant and responsive to people’s needs in a rapidly changing disability sector environment.
SERVICES WE OFFER REGIONAL SERVICE COORDINATION
IMMUNOTHERAPY & NURSING SUPPORT
PHYSIOTHERAPY & EXERCISE THERAPY
INFORMATION & EDUCATION
SUPPORTED ACCOMMODATION & RESPITE
3 OUR IMPACT
234 NORTH & FAR NORTH QUEENSLAND
REGIONAL SERVICE COORDINATION ABOUT THE SERVICE
223 CENTRAL QUEENSLAND
WEST 284 SOUTH QUEENSLAND
250 BRISBANE FAR NORTH SOUTH/ 257 BRISBANE SOUTH WEST
259 SUNSHINE COAST 357
295 BAYSIDE & LOGAN COAST 322 GOLD & BEENLEIGH SOUTH
2,481 REGISTERED MS CUSTOMERS IN QLD
Our Regional Service Coordinators (RSCs) are a team of skilled professionals who work alongside people with MS and their families to help them manage the varied impacts of the disease. Six of our nine RSCs are now based in the local communities they support. This year we adjusted regional boundaries to more accurately reflect customer numbers and locations relocating our RSC for Brisbane Far North from an office in Lutwyche to North Lakes.
RSC offices and the communities they support: DUTTON PARK OFFICE Brisbane South/South West, Brisbane North and Bayside/Logan NORTH LAKES OFFICE Brisbane Far North BOKARINA OFFICE Sunshine Coast TOOWOOMBA OFFICE South West Queensland TOWNSVILLE OFFICE North and Far North Queensland VARSITY LAKES OFFICE Gold Coast and Beenleigh South ROCKHAMPTON OFFICE Central Queensland
DURING THE YEAR WE... Trialled a new model of comprehensive coordinated care in Townsville, Spark NeuroCare. Spark is a variation of the RSC program that actively engages with people with progressive neurological disease to bring all facets of their care and support needs together in a considered and collaborative way Welcomed 248 new customers to our services (net growth of 10.8% for the year) Supported 1,864 customers through our RSC Team
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1,138 & 531 INDIVIDUAL
PHYSIOTHERAPY & EXERCISE THERAPY SESSIONS CONDUCTED
PHYSIO & EXERCISE THERAPY ABOUT THE SERVICE
DURING THE YEAR WE...
Our team of highly skilled and passionate physiotherapists and exercise therapists have expertise in neurologically based programs for people with MS and other progressive neurological conditions.
Delivered physiotherapy and exercise therapy in several locations across the state: Dutton Park, Carina, Chermside, Robina, Meadowbrook, Helensvale, Kippa-Ring, Nambour, Caboolture, Victoria Point, Cleveland, Eastern Heights, Springfield, Toowoomba, Mackay, Rockhampton and Cairns
Enhancing quality of life and encouraging the ongoing independence of our customers is the key focus for our physiotherapy and exercise therapy team.
Worked closely with hundreds of customers across Queensland to develop the necessary skills to ‘self-manage’ their persistent MS symptoms
3 COUNSELLING Developed our service offerings for people with ‘stable’ MS symptoms from wellness based physical activities like aquatic exercise, yoga and tai chi to Heartmoves for MS Delivered 1,138 individual sessions and 531 group sessions Continued to work in partnership with Queensland Health & Hospital Services in Cairns and on the Gold Coast to deliver evidence based physiotherapy, exercise therapy and exercise physiology services to meet the needs of people with MS and PND
ABOUT THE SERVICE
DURING THE YEAR WE...
We believe counselling provided at the right time is critical, which is why we offer the service of a consultant psychologist with many years’ experience working with and assisting people with MS.
Provided 2,608 counselling sessions to customers and their families and advice to their health practitioners
We have continued to work hard ensuring counselling support is readily and widely available when it is needed most.
Offered the Mindfulness and MS course to customers on the Gold Coast, Sunshine Coast, North Lakes and Carseldine with 50 newly diagnosed customers learning selfcoping and resilience strategies
Cook University to deliver a Living Well with MS program in Townsville Supported 80 customers through a new program Managing Changes to Thinking and Memory, delivered by our consultant psychologist
Continued our partnership with the University of Queensland (UQ) School of Psychology and created a new partnership with James 37 2015–16 Annual Report
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IMMUNOTHERAPY & NURSING SUPPORT
INFORMATION & EDUCATION
ABOUT THE SERVICE
DURING THE YEAR WE...
ABOUT THE SERVICE
Provided immunotherapy training and support to 1,875 people with MS across Queensland – 265 through one-onone education with a further 3,274 telephone calls providing advice to customers
Knowledge is key. When a person with MS has the latest and most relevant information to help them manage their symptoms, they can lead the life they choose, to the best of their capacity.
Access to specialist nurses can make the often difficult and daunting task of administering medications much easier for people living with MS. Our specialist MS nurses provide training and support for people’s prescribed immunotherapy medications, travelling across Queensland to deliver this personalised service. This year we were fortunate to receive Queensland Health LINK (Leading Innovation through Networking and Knowledge-sharing)
funding which we used to develop the RBH MS clinic service into a broader concept of coordinated care. A Regional Service Coordination (RSC) team member attended the MS clinic each Tuesday to consult with the clinic’s patients, provide further advice on services and supports available to them through MS Queensland and their local communities. The intention of the program is to deliver seamless, multi-disciplinary support in a timely and effective manner. Since project commencement in February 2016, 70 clinic patients have met with an RSC from MS Queensland.
Provided immunotherapy nursing advice to 696 people with MS through the Royal Brisbane and Women’s (RBWH) and Princess Alexandra (PA) Hospital MS Clinics Met with 70 patients at the RBH MS Clinic service since the project commenced in February 2016
Our goal is to minimise stress for a person with MS by providing them and their families with this information through our MS InfoLine, online resource centre and education programs that offer webinars, workshops and programs across Queensland.
MS Queensland currently has 31 active Support Groups reaching people with MS and other PND everywhere from Atherton Tablelands in the far north, to the Gold Coast in the south to Kingaroy in the west. They all play a very important role in the social support network for people living with MS or other PND. Each group works to suit the local members’ needs – everything from a coffee and chat at the local café to structured monthly meeting agendas and guest speakers. This year we undertook to build our customers understanding of the National Disability Insurance Scheme (NDIS).
We held 19 information sessions in 16 different regions of Queensland, with 152 people learning more about the changes NDIS may bring to their lives, how the scheme will work and how to best prepare for a positive outcome. We will continue this program in 2016/17 to ensure we assist as many customers as possible to develop their understanding of the NDIS and have the confidence to undertake NDIS planning that provides them with the most beneficial results.
DURING THE YEAR WE... Held 37 education and information sessions on MS symptoms, symptom management, current drug therapies and latest research, 320 customers attended 21 of these sessions with another 331 people attending 16 sessions for health practitioners and community service providers Held three Fatigue SelfManagement workshops in a new online format with 17 participants Held three Working with MS workshops with 37 participants
Held 13 Mindfulness for MS workshops with 117 participants
Answered 1,470 InfoLine calls and responded to 343 emails
Held five Taking Steps to Better Manage MS program with 96 participants
Provided 9,624 hardcopy Information Kits – this number has decreased due to a deliberate attempt to send information electronically whenever possible in order to reduce our paper consumption and costs
Launched new programs including one Chronic Pain Selfmanagement program with 12 participants, seven Better Health with Self-management programs with 82 participants and five programs with 96 participants – all of these initiatives focused on self-management strategies to assist our customers and their families/carers lead fulfilling, quality lives
Offered a range of online information with more than 2,300 resources downloaded directly from our website
Provided one-onone support and immunotherapy education to 265 people and assisted a further 3,274 via telephone Supported more than 1,153 customers, carers and providers across more than 20 locations throughout Queensland Held 19 NDIS information sessions in 16 different regions of Queensland, with 152 participants
117 152 320 1,153 1,470 2,300 9,624
3 PARTICIPANTS CAME TO MINDFULNESS FOR MS WORKSHOPS PEOPLE LEARNED MORE ABOUT THE EFFECTS OF NDIS CUSTOMERS ATTENDED 21 EDUCATION SESSIONS CUSTOMERS, CARERS AND PROVIDERS RECEIVED OUR SUPPORT INFOLINE CALLS WERE ANSWERED (AND 343 EMAILS) RESOURCES WERE DIRECTLY DOWNLOADED FROM OUR WEBSITE HARD-COPY INFORMATION KITS WERE DISSEMINATED
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ACCOMMODATION & RESPITE ABOUT THE SERVICE For people developing severe MS and other Progressive Neurological Disease (PND) symptoms, the idea of becoming dependent on others or feeling isolated from ‘normal’ life can be very daunting. Often those disabled due to their MS/PND want to remain as independent 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 – ‘Granston Lodge’ and ‘Annerley Apartments’ – and support the carers of those with MS/PND still living at home by offering planned and emergency respite.
GRANSTON LODGE Our primary care facility ‘Granston Lodge’ has been operating for more than 40 years. Granston Lodge provides residential accommodation for 16 people with MS/PND and has six beds for planned or crisis respite, which helps keep many Queenslanders out of nursing homes and hospitals.
DURING THE YEAR WE… Provided 7,243 occupied bed days of long-term accommodation and respite in Granston Lodge (compared to
7,597 last year) – this provided 18 customers with long term accommodation and another 18 with respite stays Continued to develop and implement our individualised model of care for our residents, allowing a greater focus on each resident’s personalised support to meet their goals and daily objectives in the way that suits them best Ensured all our staff at both Granston Lodge and Annerley Apartments were provided with the skills and resources required to be able to effectively care for our residents with compassion,
dignity and respect – continuing to build on our philosophy of individualised care and ensuring each of our residents has the flexibility of choice in their day-to-day living arrangements to enjoy their life and participate in community and social activities
ANNERLEY APARTMENTS ‘Annerley Apartments’ is a community-based living model with four modern townhouses catering for up to eight people with MS needing 24-hour care. Annerley Apartments encourages independence and community involvement. Each townhouse accommodates two people with MS/PND and operates with its own individual routine and life rhythm, thereby reducing the risk of institutional practices developing. 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 THE YEAR WE… Supported nine people living with MS with high-care needs, providing 24-hour care at Annerley Apartments equating to 2,906 occupied bed days (compared to 2,872 last year)
MCKINNON HOUSE ‘McKinnon House’ is a specially modified property located in Runaway Bay on the northern end of the Gold Coast offered to people with MS and other PND in need of respite. This was the final year of McKinnon House being used for respite. Over many years it has provided short term relief for many people and their families but this year the decision was made to sell McKinnon House in order to divert the funds into other housing projects.
Whilst it is sad for many to see this era come to a close, we are committed to using our limited resources to their maximum benefit and through this sale can now realise other opportunities for our customers.
OCCUPIED BED DAYS AT ANNERLEY APARTMENTS
DURING THE YEAR WE… Provided respite to 33 different customers and their families at McKinnon House which was occupied for 43 weeks of the year
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3.2 ACCOUNTABILITY AND DEMAND
COMMUNICATING OUR WORK
EXPANDING OUR MEDIA PRESENCE
EXPANDING OUR ONLINE PRESENCE
Media coverage is an excellent way of increasing our visibility in the community and prompting people to get involved in fundraising. Print, online, radio and television received a total 953 hits this year, resulting in $7.12M of publicity value (compared to $6.4M last year).
Our msqld.org.au website continues to offer the latest and most reputable information on MS from across the world through our comprehensive online resource centre. Customers can also attend regular webinars on MS symptom management and participate in online workshops, making our services accessible to anyone with an internet connection.
Our focus this past year has been capitalising on our fundraising events through event launches and the introduction of high-profile event ambassadors. Event launches have resulted in very successful editorial value, providing additional value to advertising campaigns across all events, our Jindalee Swim alone garnering an additional $33,062 in publicity value. Sourcing ambassadors for key events to gain greater media cut-through was also a very successful strategy. Enlisting Australian Olympic Swimmer Madi Wilson as MS Swimathon ambassador helped gain an additional $85,847 value in media coverage while securing radio personality Katie Mattin from Nova 106.9 as MS Brissie to the Bay ambassador resulted in a media partnership valued at $35,793.
This year we maintained our websiteâ€™s engagement levels with 64,931 unique visitors to our website. We also increased our overall page views, increased returning visitors to our site and reduced the sites bounce rate. Social media continued to be a driving force for sharing information with our customers and the wider community. During the year our Facebook presence increased by 8.7% from 6,376 followers last year to 6,931 this year. Our Twitter account also saw growth with an 11.2% increase in followers from 1,529 last year to 1,701 this year. We also created an Instagram account which has gained 132 followers since October 2015.
DURING THE YEAR WE…
INFORMING THE MS COMMUNITY
We aim to keep the MS community informed of the latest updates in treatments, research and symptom management, as well as sharing the stories of those who have MS and how it affects them and their families. In addition to our website and social media, we share information through monthly newsletters and our quarterly publication, MS Life.
Collaborating with other bodies in the health and community sectors enables us to create greater opportunities for our customers and requires working together at all levels of the organisation.
MS Life remains an important publication to allow us to reach people living with MS, their families and carers. A move towards growing online readership of the magazine resulted in a 79% increase in digital subscriptions, up to 335 from 187 subscribers last year. We also increased print subscriptions by 3% (2,900 to 2,997 subscribers). Our monthly MS Insight eNewsletter also continued to grow with a 71% increase in subscribers (1,993 to 3,413 subscribers).
This year we developed a communications MOU with Youngcare for the Albany Creek co-development, providing strong foundations of collaboration between our organisations as the development moves forward and ongoing communication with stakeholders is required. We also worked with the Queensland Institute of Medical Research (QIMR) and MS Research Australia (MSRA) to develop updates on the T-Cell Therapy (Project Pender) Trial and provided communications advice and support for the NeuroCare Network’s Parliamentary Immersion event and the launch of the Spark NeuroCare trial.
Grew our social media accounts with an 8.7% increase in Facebook followers (6,376 to 6,931) and an 11.2% increase in Twitter followers (1,529 to 1,701) and introduced an Instagram account with 132 followers gained since October 2015 Increased e-subscriptions of MS Life magazine by 79.1% (187 to 335 subscribers), increased the open rate by 11.7% and increased print subscriptions by 3.3% (2,900 to 2,997 subscribers) Increased subscription to the MS Insight eNewsletter by 71.2% from 1,993 to 3,413 subscribers Reduced the website’s bounce rate by 6.3% and increased visitors returning to our site by 1.3% Redesigned the staff eNewsletter to create a more intuitive journey for staff, increasing the click through rate of those opening the email by 8% Ensured customers and stakeholders were well informed through communications strategies for housing and property development projects, including the sale of our respite facility McKinnon House Developed a communications MOU with Youngcare for the Albany Creek project
Photo, left to right – Shontiele Iddles, Kristy Thornton and Eden Platell from the Media and Communications team. Not pictured – Charlotte Sale.
43 2015–16 Annual Report
3 OUR IMPACT
Received 953 media hits and increased publicity value by 10.9% from $6.4M to $7.1M
44 Independence . Respect
Throughout our 57 year history a strong focus has been maintained to help people living with MS to get the best out of life. We are committed to keeping our community up to date and will continue to focus on facilitating understanding, knowledge and awareness for people living with MS and Progressive Neurological Disease (PND). The introduction of the National Disability Insurance Scheme (NDIS) across the state now calls for greater support and assistance for those navigating this significant shift, for both those that are eligible for a NDIS package and those that are not. In addition to this individual support, we actively promote, engage and collaborate with a cross section of stakeholders across Queensland to promote key advocacy issues on behalf of the MS community by working with external stakeholders to assist with informed decision making. Key bi-partisan relationships with Members of State and Federal Government are ongoing, with targeted activity undertaken producing further understanding of issues affecting the MS and PND community.
ADVOCACY COLLABORATION Together with the support of MS Australia (MSA), we work collaboratively with the Federal Government to advocate for change on a range of issues. This year MS Australia and the Co-Chairs of the Parliamentary Friends of Multiple Sclerosis (MS), Senator Deborah O’Neill and Senator David Bushby, launched MSA’s election commitments at Parliament House, Canberra. Members of both the Queensland Government and Federal Government shared key advocacy issues on behalf of the MS community.
WORLD MS DAY
From this advocacy activity, MS Australia received responses to the MS Australia Election Commitments document from the Federal LNP, ALP and the Greens with this information then disseminated across social media.
MS DOESN’T STOP ME
This pre-election activity sets the stage for work to be undertaken by MS Australia and MS Queensland for the next financial year.
The theme for World MS Day 2016 was ‘independence’ – exploring how people can be independent, acknowledging that independence can mean different things for different people and celebrating the ways those with MS continue to lead strong, fulfilling lives. The theme also highlighted the importance of employment to maintain the connection to community and independence.
Working with the MS International Federation (MSIF), World MS Day is an opportunity to unite together with the global MS community to enhance the lives of people with MS and their families.
This year we combined two independent campaigns – Living Positively with MS and MS Heroes under the World MS Day banner, making it easier for our local MS community to get involved. MS Ambassador, Mayor Paul Pisasale, continued to champion the call for stories to be shared and once again, generously hosted a World MS Day celebration for those who took part in the campaign. From the MS Doesn’t Stop Me… stories that were shared, four participants were recognised at the Government House Reception to celebrate World MS Day 2016.
DURING THE YEAR WE… Continued NDIS advocacy activity with Government, including sector inquiries regarding the needs of the MS community in Queensland Presented at the Queensland Productivity Commission (QPC) public hearing Electricity Pricing Inquiry on energy use for people with MS and other heat affected medical conditions Contributed to the Willing to Work: National Inquiry into Employment Discrimination against
Older Australians and Australians with Disability Undertook action to support the Proposal for Change for accessibility in housing in the National Construction Code Led the NeuroCare Network immersion event at Queensland Parliament House, meeting with Members of Queensland Government, 11 NeuroCare Network organisations and people with MS and their families and carers
– Lisa Trendle, Carmel Cock with her husband Byron, Pam Barry and Colin Chandler were all recognised by His Excellency the Honourable Paul de Jersey AC, Governor of Queensland during World MS Day celebrations
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We strive to deliver sustainable services in accordance with our values, continually evolving and advocating for practices which are innovative, efficient and environmentally responsible. Our commitment to sustainability is demonstrated in our Strategic Plan and in the work of our Sustainability Group, consisting of managers and staff representatives from different areas of MS Queensland. We implement this commitment through a coordinated approach using the Sustainability Group, environmental ‘champions’ and various metrics and reports, acknowledging our responsibility to raise awareness and understanding of environmental issues and sustainable practices amongst staff. Information about general or popular ‘green’ topics is published in our monthly staff e-newsletter Inside Word.
DURING THE YEAR WE… Provided monthly staff updates on sustainability issues including participation in nationwide events such as Earth Hour in the Inside Word e-newsletter Actively managed Asbestos Containing Material (ACM) on the Dutton Park site in accordance with our ACM management plan Used solar panels on all of our buildings
Ensured our motor vehicle fleet was kept up to date and is made up of modern fuel efficient vehicles Participated in Keep Australia Beautiful activities by conducting a staff driven clean up around our properties during September Continued the ‘switch off’ campaign to reduce energy consumption and monitored energy usage across our activities
Built smart technology into the design of our new accommodation facilities and ensured our staff utilised energy efficient printers, copiers and computers Maintained an active recycling program and worked to identify new recycling initiatives such as a simple, staffdriven battery recycling program Used water tanks and monitored water usage across our activities
Paul Paul Van De Vorst has always been an active, outdoors kind of guy. Paul loved to surf and moved to the Sunshine Coast in his early twenties, riding his pushbike around the quiet streets of the coast where he worked outdoors as a carpenter.
It was while working that he first experienced the precursor to his MS diagnosis, blurry vision. One day Paul woke to find he couldn’t see properly out of one eye, he went to the GP who said that it could be an early symptom of a neurological condition such as MS. Paul adapted to his blurry vision by learning to sight jobs with his other eye and eventually it went away. But when Paul went to climb a ladder one day and his left leg was numb, he knew that MS was a possibility. An MRI confirmed Paul’s MS diagnosis and for a little while he was able to continue to work and live in his second story unit, working only on the ground and using handrails to steady his balance. Fatigue and heat caught up with him though and he moved in with his sister in Narangba for 18 months while he waited for suitable community housing to become available. When a lowset house came up in Maroochydore, Paul was thrilled to move back to his “beloved coast”. He continued to ride his pushbike around when he could, although heat and fatigue made it more and more difficult. A fall in his driveway prompted him to give up the pushbike and get a motorised scooter, which opened up a whole new world of freedom for Paul. Paul is a father of four, his youngest child was just six years old when he was diagnosed. Moving back
to the coast allowed him to spend more time with his kids and his scooter meant he could ride to Mooloolaba and take his daughter to school. Now he still likes to get out and about on his scooter, riding down to his favourite spot by the Maroochydore Surf Club and enjoying time at a local café by the beach. In 2014 his cruising made the local paper and he spoke about the need for more footpaths in the area which have now been built and make for a much smoother ride for Paul. He and a friend he met while attending a local MS Queensland program have also met with Council regarding accessibility issues for amenities by the beach, which Paul can’t access on his scooter. “Even if you can’t surf, the beach still draws you in,” said Paul, who loves to spend as much time at the beach as he can. Paul manages his own care arrangements, including self-directing his funded care package and accessing support from his live-in carer Sally and MS Queensland Regional Service Coordinator Tasman Saywell. He believes you should “keep moving as much as you can, for as long as you can” and accesses physiotherapy and exercise support through local community allied health providers. With his scooter at the ready, Paul is certainly poised to keep on moving.
“EVEN IF YOU CAN’T SURF, THE BEACH STILL DRAWS YOU IN” Paul Van De Vorst
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4.1 HOW WE RAISE FUNDS
FUNDRAISING 2015–16 was Year One of our new 10 Year Fundraising Strategy, developed to ensure a balanced, diversified fundraising portfolio that creates sustainable growth.
Whilst continual development of the ‘five pillars of fundraising’ was our main focus, foundation blocks have also been laid to secure philanthropic support for Project Dignity 120, a capital campaign to bridge the gap in the market for high-care housing. This important campaign will continue to gain momentum over the next 18 months alongside growth of the overall fundraising portfolio.
With a talented Fundraising Leadership Team in place, we were able to begin to focus on other fundraising areas and spent much of the year laying solid foundations for the years ahead.
THE FIVE PILLARS OF FUNDRAISING & PROJECTED GROWTH $773,398
PILLAR 1 – FUNDRAISING EVENTS -$108,494
PILLAR 2 – COMMUNITY FUNDRAISING PILLAR 3 – LOTTERIES PILLAR 4 – DONATIONS, APPEALS & INDIVIDUAL GIVING
PILLAR 5 – GIFTS IN WILLS -$1.0M
2015–16 Net Income 2024–25 Net Income
PILLAR 1 –
MIPELA GEOSOLUTIONS AND THE BRISSIE TO THE BAY
Another stellar year for our fundraising events saw more than 12,000 participants take part in 11 different fundraising events held throughout the year. In October 2015 our 17th MS Moonlight Walk saw a record breaking crowd of more than 4,500 walkers raise $616,910 to help fight MS. It was a beautiful sight to see so many walkers, each carrying an MS lantern, walk the 5km and 10km courses to raise awareness and funds for MS. The MS Brissie to the Bay bike ride overcame wild weather in June 2016 to deliver another
successful event. More than 5,300 riders registered to take part and together raised an incredible $1,385,516 – the third highest amount in the event’s proud 26 year history. MS Swimathon reached a major milestone this year, surpassing the $1M mark in total funds raised over the six seasons the campaign has been running. This year saw 10 Swimathon events around Brisbane and regional Queensland engage over 950 people to raise $228,800.
MS BRISSIE TO THE BAY
$1,385,516 MS MOONLIGHT WALK
$616,910 MS SWIMATHONS
Mipela Geosolutions were once again a fundraising force this year at the MS Brissie to the Bay bike ride. In what was their fifth year participating as a corporate team, 29 riders raised more than $30,000 – their best result to date and the second highest fundraising team this year. This year’s incredible effort took the team’s fundraising total over five years to an inspiring $63,168 to help fight MS. Mipela Geosolutions held a fundraising BBQ on World MS Day, raffles, a fundraising dinner and asked their suppliers and contractors to support their aim to raise as much money as possible for MS.
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PILLAR 2 –
This year 73 people decided to do something to help fund research into finding a cure for MS. Our community fundraising supporters came together throughout the year to bake, jump, run, (and a range of other novel things) to raise $147,572 for MS research. Community fundraising has been marketed under the national Kiss Goodbye to MS campaign in recent years. In 2016–17 we will launch an exciting new brand for our community fundraisers called Team Cure MS, to unite our fantastic community fundraisers and support our commitment to raising more funds for research into a cure.
The Queensland-based MS Angels continued their amazing fundraising efforts, raising $14,630. Since their establishment in 2009, the MS Angels throughout Australia have raised over $700,000 in funding for MS research. This funding enables talented MS researchers to prove important principles in their research, so they can then go on to attract significant future funding from other sources. Our sincerest thanks go to the following Queensland-based MS Angels:
DYLYS BERTELSEN NICOLE FAIRWEATHER KAJA FERRO FLEUR GRAVES JILLIAN KINGSFORD SMITH LORETTA LEWIS WENDY LOVELACE LORI LOWTHER JENNY PEARSON LEIZA RICHMOND JOHANNA ROCHE LORI SEXTON SALLY TRESTRAIL SAMANTHA VIDLER COMMUNITY FUNDRAISING (KISS GOODBYE TO MS)
PILLAR 3 –
PILLAR 4 –
LOTTERIES (ART UNIONS)
The MS Limited Edition Art Union is our oldest fundraising campaign. Now in its 28th year, the Art Union helped raise $1.5M to assist people with MS live an independent life this year. We hold eight MS Limited Edition draws a year with prizes including luxury cars, holidays and goods. Our fantastic odds makes us one of the best-odds luxury car lotteries in Australia. For loyal supporters, we also hold two MS 300 Club draws a year. Customers are invited to participate in a draw where the first prize is valued at over a quarter of a million dollars.
Out of the eight draws this year, our supporters helped us sell out six Limited Edition draws and one MS 300 Club draw – the first time in history a club draw has sold out. Our lottery program focused heavily on acquisition this year, enabling us to grow the program and exceed budget overall.
4 DONATIONS, APPEALS & INDIVIDUAL GIVING
LOTTERIES NET INCOME ACTUAL INCOME
LOTTERIES (ART UNION)
We recognise that charitable giving is as individual as the person making the donation and strive to meet the individual needs of our donors. To this end we undertake four targeted direct mail appeals throughout the year – each of these tells the story of a person living with MS. The appeals are sent at the end of financial year and Christmas with two smaller campaigns at Easter and the beginning of Spring. The 2015–16 year saw some major milestones being met and new initiatives added into the individual giving area. In January 2016
Note: Lotteries expenses include direct program expenses and staff costs, and exclude administrative overheads.
a Donor Care mailing was sent, connecting donors with updates on the customers featured in the appeals and showcasing how their support enabled us to provide vital services to the MS community. We also undertook our first targeted premium acquisition direct mail campaign in April 2016. As a result of the campaign, we have added approximately 1,500 new supporters to our database.
DONATIONS, APPEALS & INDIVIDUAL GIVING
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PILLAR 5 –
GIFTS IN WILLS
Our ‘Gifts in Wills Program’ allows us to support our purpose of helping people living with MS get the best out of life, advocate for change and search for a cure. Leaving a gift, big or small, to MS Queensland in your will helps ensure longevity of vital services and research – a gift in your will is the gift of enduring hope. We sincerely appreciate the significant contribution provided by individuals and families who have so thoughtfully left a gift in their will. In particular we would like to acknowledge the 19 generous supporters
listed on this page who contributed $782,991 this past year, we are deeply grateful. If you would like to learn more about how to include a gift in your will for the work of MS Queensland please contact our Gifts in Wills Manager, David Martin on 07 3840 0814 or email David.Martin@msqld.org.au
ESTATE OF IDA MAUDE KENNEDY
ESTATE OF PEAL ALOMA SHARP
ESTATE OF BERES FAY STEPHENSON
ESTATE OF AMY ALETHEA HARDINGSMITH
ESTATE OF WAYNE DAVID JENSEN ESTATE OF MARGARET AGNES PATRICIA (PAT) MCQUITTY ESTATE OF PHYLLIS M COULTA ESTATE OF PETER WILLIAM SANDERSON ESTATE OF RAYMOND DOUGLAS CHANT ESTATE OF PHYLLIS JEAN CARTMILL ESTATE OF THELMA JEAN HORNE ESTATE OF KENNETH R LIVERSIDGE
ESTATE OF CATHERINE ELLEN CARTER ESTATE OF A & P E M COULSON ESTATE OF FLORENCE AGNES TODD ESTATE OF FAY HOWARD USSHER ESTATE OF KENNETH G & EDITH ANDERSON THE HART FAMILY PERPETUAL TRUST THE VINIA BUCHANAN MEMORIAL TRUST
THE LASTING IMPACT OF GIFTS IN WILLS Our generous donor, Pat Ogge, kindly shares why she has included MS Queensland in her will. We asked Pat why she took the extra special step of including a gift in her will and she explained that she had been supporting us for some time when she found out that a close friend’s sister had been diagnosed with MS. This made for a very personal connection in her decision to include a gift in her will. Pat’s particular desire for her gift is that it would “enable the wonderful work done by MS Queensland to continue” while looking for that elusive cure.
When asked what she would say to someone who might be considering including a gift in their will for the work of MS Queensland, Pat said “I would encourage anyone to help people with MS by including MS Queensland in their will.”
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4.2 OUR STRATEGIC ALLIANCES In addition to our important stakeholders, we have built strong strategic alliances to help us achieve our organisational vision of a world free from MS and its devastating impact. Some of our notable alliances include:
THE NEUROCARE NETWORK neurocarenetwork.com.au This year the NeuroCare Network has grown to represent 11 Queensland based not-forprofit organisations working in the progressive neurological disease sector, offering opportunities to network and share ideas and resources. Current members include: Alzheimer’s Australia (Qld), Epilepsy Queensland, Friedreich’s Ataxia Network (F.A.N.), Huntingtons Queensland, Leukodystrophy Resource and Research Organisation, MND Association Queensland, MND and Me Foundation, Muscular Dystrophy Queensland, MS Queensland, Parkinson’s Queensland and Youngcare. A highlight this year was profile-building the member organisations through a Parliamentary Friends of the NeuroCare Network function initiated by Joe Kelly MP and jointly hosted by Cameron Dick MP (Health Minister) and Tracy Davis (Shadow Disability Services Minister).
DEPARTMENT OF COMMUNITIES, CHILD SAFETY & DISABILITY SERVICES
SPRINGFIELD LAND CORPORATION
BHC (BRISBANE HOUSING COMPANY)
UNIVERSITY OF QUEENSLAND
The Department of Communities, Child Safety and Disability Services aims to enable vulnerable Queenslanders to participate in and contribute to a fair, resilient and prosperous Queensland.
Queensland Health is responsible for the overall management of the Queensland public health system.
Springfield Land Corporation (SLC) is part of the MUR Group of Companies which has developed over $10 billion worth of real estate projects nationally over 35 years.
Established in 2005, Youngcare works to provide choice in care and accommodation options for more than 7,000 young Australians with 24/7 care needs currently living in aged care and the further 700,000 who are being cared for at home by family and friends, often with limited support.
BHC is an industry leader and innovator in the field of affordable housing. A not-forprofit organisation with a portfolio in excess of 1,500 homes Brisbane wide, BHC are experts in their field.
The University of Queenslandâ€™s School of Psychology has partnered with us again this year to offer Mindfulness for MS programs throughout Queensland.
The Department provides subsidy funding in order for us to provide essential services to people with MS including long-term accommodation, respite, case management, therapy and information services.
Health and Hospital Services Gold Coast and Cairns support us with partnered, specialised physio, exercise and exercise physiology services. They also supported the Spark NeuroCare proof of concept pilot project in Townsville (refer page 35) by committing $150,000 towards the total cost of the 12-month $665,000 venture.
We are working with SLC to deliver 18 apartments of independent highcare housing in the Springfield Health City precinct (see page 8). Our development is integrated with a larger complex comprising a child care centre, and serviced apartments/ hotel adjacent to the new Mater Hospital.
We are collaborating with Youngcare as part of our MS Queensland housing strategy to develop appropriate housing for people living with MS and other progressive neurological diseases in Queensland.
As part of our MS housing strategy, we are collaborating with BHC to develop appropriate housing for people living with MS and other progressive neurological diseases in Queensland.
Led by Professor Kenneth Pakenham and run under licence with UQ, the program offers tailored mindfulness training to our customers in a safe, accessible, supportive group environment. Under the partnership we have run 16 Mindfulness for MS programs, positively impacting the lives of 170 customers. 57 2015â€“16 Annual Report
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MS RESEARCH AUSTRALIA
MS INTERNATIONAL FEDERATION
QIMR Berghofer is one of Australiaâ€™s most successful medical research institutes with a rich history of scientific discoveries and translational medical research.
MS Australia is the national body for MS in Australia, representing each state-based MS Society and its subsidiary MS Research Australia.
MS Research Australia aims to accelerate progress towards finding the cause and cure for MS.
The MS International Federation (MSIF) 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.
Our partnership with QIMR through the adoptive immunotherapy for MS Phase 1 clinical trial (see page 15) is crucial to increasing our understanding of the causes of MS and potential new treatments in the future.
We work closely with MS Australia to enhance the quality of life of people with MS and support their national communication and advocacy activities and media campaigns at a local level. In addition, our Chair acts as a Director on the MS Australia Board.
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 annually to MSRA and support national activities at a local level. We are on track to meet our commitment to double our core funding to MSRA over a five-year period.
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.
4.3 We are contracted to Queensland Health and the Queensland Government's Department of Communities, Child Safety and Disability to deliver a range of services to people with MS and other progressive neurological diseases in Queensland. These services include residential care at our Granston Lodge and Annerley Apartments accommodation facilities, respite care at Granston Lodge, information and education, physiotherapy, case management and service coordination through the Spark NeuroCare proof-of-concept pilot project. Government funding does not cover the full cost of delivering these services and our current ‘service agreement’ term will end on 30 June 2019. Government funding is critical to the ongoing viability of our organisation. To retain funding under this agreement, we report quarterly our performance on delivering the outcomes we achieve for each funded area. Other services delivered by MS Queensland such as counselling do not receive any government funding support. For this reason, these services and the full cost of many others are funded through the generosity of our donors and through funds raised through our community events and lotteries. Without them, these services would not continue.
MOVING TOWARDS NDIS Following the July 2016 launch of the NDIS in Queensland, the way in which we interact with our customers will begin to change. The NDIS will provide customers with a full choice of service providers for all their identified needs through individualised funding support packages, where required. The NDIS will therefore alter the way we are funded to deliver services. At this stage, we expect to receive Queensland Government funding through until June 2019, with a tapering-off of the current “block” funding we receive as customers convert over to NDIS arrangements. We continue to advocate for state and federal governments to recognise the need to continue to centrally fund universal services such as information, advocacy and education as we see these as vital services supporting people with MS and PND who may not be eligible for individual funding support under the NDIS.
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4.4 WHO WE WORK WITH
THE FOLLOWING ORGANISATIONS HAVE PROVIDED SPONSORSHIP/SUPPORT TO MS QUEENSLAND DURING THE YEAR.
WE BELIEVE THE WAY TO ACHIEVE GREAT RESULTS IS BY WORKING TOGETHER
THANK YOU TO THESE SUPPLIERS WHO HAVE EACH PROVIDED DISCOUNTS IN EXCESS OF $2,000 THROUGHOUT THE YEAR.
Australian Bananas Avant Card Benji Water Bounce
Nova 106.9 Perpetual Trustees Planet Cycles
Conversion Kings DesignByLook Frankly Digital
Protein Supplies Australia
Cleanskin Coffee Company
Quest Community Newspapers
McDonalds Annerley/Big Red Van
Go Health Clubs
Gold Coast HHS
Spinal Life Australia
Griffith Sport (Griffith University)
The Spring Water Man
James Cook University
UQ School of Psychology
Watson Law Group
Cairns HHS Chobani Yoghurt
Queensland T-Shirt Company Southern Cross Austereo Printcraft Super Sport Images
4 WE THANK THE FOLLOWING TOP SUPPORTERS* WHO DONATED MORE THAN $2,000 TO MS QUEENSLAND DURING THE 2015–16 YEAR. A Jones Aidan Tallon Aimee Segal Althea Giuliani
Averley Dewhirst Barbara Cawe Baxter Charitable Foundation
Brian Cronin Brisbane Advertising Association
Garry & Mary Wilson
Gary Bradshaw Gary Poon
Dong ho Yi
Bruce & Carol Williamson
C W & J A Farmer
Count Charitable Foundation
*Our supporters include donors, lottery customers and event participants/donors.
Flannery Foundation Pty Ltd
Fitzpatrick Family Charitable Trust
Brisbane Airport Corporation Pty Limited
Dr Felice Zaccari OAM Duncan & Sharon Ethell
Frank Johnston G Bryant
Geoff Missen Geoffrey Green
Jake Ethell Jan Grice Jason Wicks Jason Salecich
Jeffrey La Roche
Gregor & Robin Murray
Guy Burgess Harry Mills
Jennifer Hoffmann Jenny Pearson Jenny Norrish
Geoffrey M Boon
Jillian Kingsford Smith
Jim & Lori Lowther
Glenice Burford Glenn Truscott Glenn McNeil
Gold Coast PwMS Support Group
Grand Plaza Shopping Centre Browns Plains
J J Richards & Sons Pty Ltd
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Mark De Corti
Yinghua Joy Lu
Queensland Cricketers Club
The Biniris Group Pty Ltd
Lori & Jim Lowther
John W Glatthaar Joseph Montague Josephine Lloyd Josh Baxter Joshua Jackson Josiah Hopper Julie Bradley Karl Pydde
Lori Sexton Lorna Will
Megan Conlon Melanie BauerLudbey
Michael & Janice Paris
Macquarie Group Foundation
Kelli & Donna Wells
Miguel Mina Mike Abrahams
Owen Storrie Patricia R Searle Paul Flanders Paul Chapman Paul Mccafferty Paul Bloomfield Paul Walker
R T C Rymill Rachaell Saunders Rachel Kerr Ramon Lambert Regan Passlow Richard Singer Richard Thomas
Shannah Craig Sherriff Dury Sian Burrows Simon Halliday Simon Betteridge
Stack Family Foundation
Paul L English
Pauline R Murray
Ronald George Lucock
Samantha Vidler Samuel& Megan Baker
Keystone Private Pty Ltd
Mark Hayward Mark Maiden
Sandra E Parmenter Sarah De Luca
Nick C Milner
Peter T Isles
The Styled Group The Walter and Eliza Hall Trust Theophilus Nelson Tim Mallet Tim Messer Tina Barrett Tom Conway Somers Tony Tiftis Tony & Margaret Hammond
Toowoomba Dance Hall
Penelope Penelope McNally (known as Penel) was diagnosed with MS in 2001, shortly after turning forty. Her mind immediately went to an imagined future in a wheelchair – until the very next day when the September 11 terrorism attacks took place and Penel took stock of what was truly important in life.
Following her diagnosis Penel lost both her mother and her husband. It was an incredibly tough time that she says she wouldn’t have survived without the close network of friends that surround her. These friends are the reason she has stayed in North Queensland, despite her family living in Victoria. She also finds the weather, while much hotter in Townsville, maintains a more even temperature that allows her to manage her symptoms better. As life after diagnosis presented some of the toughest challenges of her life, Penel describes MS as a grey cloud floating in the background. She wanted to learn as much about MS as possible and went along to a local support group where she met MS Queensland’s Regional Service Coordinator (RSC) Emily Mussap who Penel describes as “a brick in my wall of support.” Penel continued to work as a Registered Nurse, reducing her shifts and moving to night shift where things were typically quieter and calmer. She made the decision to give up work in 2014, 13 years after she was diagnosed with MS. Balance was becoming an issue and she found it increasingly hard to move quickly. She broke her foot in a fall and spent four months in a moon boot and it was at that point that she knew work was no longer an option for her. Giving up work didn’t slow her down though. Penel acts as the Townsville representative on the Services
Management Advisory Committee (SMAC), providing a conduit between MS Queensland management and people with MS, their families and carers. Through this role she liaises with two local MS support groups as well as the wider MS community in Townsville. She is a strong advocate for people taking responsibility for their own health and is passionate about maintaining an active lifestyle – “I already have MS, I definitely don’t need any other health problems!” she says. With this in mind she created the North Queensland People with MS 10,000 steps group, a walking group that also promotes any form of movement and activity, including chair yoga. Penel practises what she preaches when it comes to keeping active. As well as the walking group she also regularly goes to exercise physio and yoga and recently competed in the Townsville Running Festival. With the help of a good friend, and her wheelie walker Walter, she completed the 2.5km fun run, and was able to walk across the finish line. While Penel lives by herself and is still able to drive, she is quick to point out that it is the great network of support around her that helps her maintain her independence. She admits that moving from a walking stick to the aid of a wheelie walker was tough to get her head around at first but quickly realised that the walker actually gave her more freedom and allowed her to do more of what she loves.
“EMILY IS A BRICK IN MY WALL OF SUPPORT.” Penelope McNally
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5.1 HOW WE OPERATE Every day our committed team works collaboratively to ensure that we are the first choice for MS information, education, treatment, care and support for people living with MS across Queensland. We operate through three core departments – Services, Fundraising and Operations – each with a Director and small management team overseeing its day-today operations. Our structure is designed to ensure the right people are in the right roles in order to deliver high quality solutions for people living with Progressive Neurological Disease (PND). Our Executive Leadership Team (ELT) is made up of the CEO and three Department Directors and meets regularly to discuss strategy, operational performance, planning, safety and people. Our Operations Team supports the important work of our Services and Fundraising teams by providing core administration, marketing and communications, HR, finance and IT services.
CHIEF EXECUTIVE OFFICER LINCOLN HOPPER
DIRECTOR OF SERVICES KAREN QUAILE
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 more than 25 years. His diverse experience includes frontline social work, program management, policy and advocacy, fundraising and leadership, including the last nine years at executive level. Lincoln holds post graduate qualifications in Commerce and is a non-graduate member of the Australian Institute of Company Directors (AICD).
Karen has more than 25 years’ experience working in the notfor-profit sector and has held positions at senior management and deputy CEO level. Karen is dedicated to not-forprofit 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.
ADVOCACY INDIVIDUAL AND SYSTEMATIC ADVOCACY AND SUPPORT GOVERNMENT POLICY ADVICE
IMMUNOTHERAPY NURSING SERVICES COMMUNITY SERVICES COUNSELLING SERVICES EDUCATION AND INFORMATION SERVICES PHYSIOTHERAPY SERVICES RESIDENTIAL SERVICES SUPPORT VOLUNTEER SERVICES SUPPORT FOR PEOPLE WITH MS SUPPORT GROUPS
DIRECTOR OF OPERATIONS NIGEL FLETT
DIRECTOR OF FUNDRAISING JULIA SENIOR PRUE DENSLEY
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. Nigel holds tertiary qualifications in business and professional accreditation as a Certified Practising Accountant and is a graduate member of the AICD.
Julia has broad experience in product, brand and event management across multiple major brands nationally and internationally. In 2014 she was nominated for the Telstra Australian Business Woman of the Year Award and won the FIA National Awards for Excellence in Fundraising 2012 – Special Events for the MS Brissie to the Bay.
CUSTOMER SERVICE AND ADMINISTRATION FINANCE AND GOVERNANCE HUMAN RESOURCES VOLUNTEER COORDINATION INFORMATION TECHNOLOGY MARKETING AND COMMUNICATIONS RISK MANAGEMENT FACILITIES MANAGEMENT WORKPLACE HEALTH & SAFETY AND ENVIRONMENT
Julia went on maternity leave in February 2016 with Prue Densley taking on the role of Director for the duration of Julia’s leave.
Prue has significant corporate and not-forprofit (NFP) industry experience in both national and regional locations with a marketing and events focus. Since 2009, Prue has worked solely in the NFP sector leading a number of talented fundraising teams and managing multiple income streams as part of her portfolio. Prue has a Masters in Organisational Communication, a Degree in Business and is an alumni of Social Leadership Australia.
COMMUNITY FUNDRAISING INDIVIDUAL GIVING GIFTS & WILLS LOTTERIES EVENT FUNDRAISING PHILANTHROPY
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5.2 The 2025 Strategic Plan (Goal 3) identifies our workforce priorities for ‘a strong, developing and sustainable organisation by having excellent people, strong finances, efficient processes, clever systems and significant market presence’ – with a key goal of aligning the workforce with the organisational direction.
To ensure we have the capability and capacity to achieve our organisational goals, this year we developed a Workforce Plan covering the period 2016–2020. Changes to our operating environment such as the introduction of the National Disability Insurance Scheme (NDIS) served as a catalyst for the plan as we work to achieve our vision and ensure we attract the right people at the right time.
FOCUSING ON THE CUSTOMER EXPERIENCE There is a renewed strategic focus on building deeper, long-term relationships with our customers as we move towards a customer-directed model of service delivery. To be successful, we believe our future lies in understanding our customers better than anyone else to deliver high quality services which, in turn, is dependent on the passion, skill and commitment of our workforce. We believe all of our employees must be focused on delivering an exceptional customer experience to both our internal and external customers. Our focus moving forward is to align our people and employer brand to incorporate the NDIS arrangements, to enhance our organisational culture (where performance, learning and wellbeing are key) and to increase organisational productivity (efficiency and effectiveness) by attracting, retaining and developing high quality staff.
5 LIVING OUR VALUES DURING THE YEAR WE… Developed a Workforce Plan that will provide a structured and planned approach to ensuring a flexible and capable workforce that can meet future service requirements and support our 2025 Strategic Plan Held Discovering Better Outcomes workshops with all staff to refine our shared organisational outcomes Tasked a cross-functional team of leaders with answering the question, “What will it take to move MS Queensland closer to a customer-centred approach in everything we do?” Established ‘Change Champions’ to help support information flow across the organisation, particularly during peak times of change
We believe our values are what set us apart from other organisations. Our values are reflected in everything we do and in every interaction we have. They play a critical role in recruitment, guide decision making, help us work effectively together and inspire us to achieve our vision. Created in 2012 with staff from across the organisation and led by our CEO, we measure how our values are understood and are being put into practice in our annual staff engagement surveys. Each year, the majority of staff have felt strongly about demonstrating the values and this has given us confidence that our values are understood and there is commitment to the behaviours underpinning them. During 2015–16 our values were reviewed by a project team and our value statements revised to reflect the feedback from staff in survey responses and focus groups.
OUR VALUES RESPECT People really matter to us and so we show respect in all our relationships and interactions with others
HOPE We never give up offering real hope, no matter how long it takes or how challenging the situation
COMMITMENT We always do our best for our clients, our organisation and for each other
COLLABORATION We believe the way to achieve great results is by working together
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RESPONSE RATE FOR STAFF SURVEY
ENGAGING OUR STAFF Now in its fifth year, our annual staff survey provides staff with the opportunity to tell us what they think about working at MS Queensland, how we can improve and what they are most excited about in the future. All of our leaders then have a ‘people’ objective in their performance plan that relates to the development and implementation of a staff survey action plan for their team. The 2016 staff survey census period was 3–17 June with results presented to MS Queensland in August 2016. We are delighted
that the participation rate was the highest ever with 89% of our staff completing the survey. A number of initiatives have been introduced in the past 12 months from the feedback received from our 2015 staff survey, including a focus on individual and team action plans, an all of staff forum and the introduction of a new ‘Change Champions’ program.
DURING THE YEAR WE... Conducted our fifth annual staff survey with an 89% response rate, our highest response rate ever Reinvigorated our Values of Respect, Hope, Commitment and Collaboration with refreshed examples of how we can live these values every day Formed a project team to identify ways to remove barriers to effective communications between departments and improve communication and information sharing across the organisation
Held our inaugural Staff Forum in October 2015 where the 2025 Strategic Plan was presented and staff had the opportunity to connect with others from across the organisation to collaborate on improving the customer experience Continued investment in training our managers and leaders in areas such as leading their team through times of change Introduced G20 leaders’ lunches and a ‘Change Champions’ program to help support information flow across the organisation over the next 12 months, particularly during peak times of change
Focused on ensuring that every team member has a personal performance and development plan so our staff know how they personally contribute to achieving our Mission Developed individual team action plans focusing on eliminating day to day frustrations Investigated ways of making MS Queensland the best employer in our sector through reviewing recruitment and selection processes and documentation
DEVELOPING OUR LEADERS Last year we introduced a leadership development program known as the ‘G20 Leaders Program’. The G20 is a key leadership group comprising supervisors, managers and other professional/ specialist roles as selected by ELT, from all departments within MS Queensland. The G20 is instrumental in shaping and influencing decisions for our future and plays a central role in engaging our staff and supporting their teams through organisational change.
Each G20 Leader is provided the leadership tools and skills to effectively lead and positively influence staff in all elements of organisational purpose. G20 Leaders inspire, drive and champion organisational initiatives. They exemplify our values and are key in assisting the organisation to be agile and meet current and emerging market needs while supporting the organisation’s transition into the future.
PROVIDING EQUAL OPPORTUNITY We aim to provide a work environment where staff and others in the workplace are treated equally, fairly and with respect. Our goal is to ensure that when employment decisions are made, they are based on merit.
WE ACHIEVE OUR COMMITMENT BY:
We recognise that staff should work in an environment that is free from discrimination, harassment and bullying. We take all reasonable steps to ensure staff and clients are not subjected to unlawful conduct.
Clearly defining unacceptable workplace behaviour
Ensuring our Appropriate Workplace Behaviour policy, Code of Conduct and related procedures are accessible and effectively communicated
Providing a formal and informal complaints system that gives advice and support and a mechanism for reporting, investigating and resolving complaints
Ensuring all reports of inappropriate workplace behaviour are treated seriously and investigated promptly, confidentially and impartially Reinvigorating our Peer Support Officer program and training staff to provide confidential information and support to other team members in addressing issues of concern. This program strives to promote behaviours which are respectful and inclusive by having those individuals as a role model for the standards of behaviours expected at MS Queensland.
WHAT’S NEXT? In order to fulfill our strategy of being the best employer and volunteer placement option in our sector, we will: Develop a learning and development strategy which will enable, support and facilitate the implementation of our strategic objectives and goals Implement an employee value proposition to attract and retain the best people Identify and invest in areas that create a customercentred culture that will ensure we deliver a customer experience that sets us apart from our competitors
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5.3 WORKPLACE PROFILE BY GENDER
The Workplace Gender Equality Act 2012 (the Act) requires non-public sector employers with 100 or more staff to submit a report to the Workplace Gender Equality Agency between 1 April and 31 May each year for the preceding 12 month reporting period. Our 2015–16 report was circulated widely.
INVESTMENT IN PROFESSIONAL DEVELOPMENT
BY EMPLOYMENT STATUS
The thousands of hours generously donated by our committed volunteers played a significant role in helping us achieve our strategic goals and objectives. This year we have continued to receive wonderful support from our volunteers in a variety of areas, including: residential care; community based service delivery; event support and fundraising; project involvement; legal; tax and governance; and administrative support.
OUR VOLUNTEER PROGRAM With the primary goal of encouraging people with MS to maintain independence and get the best out of life, our volunteering program emphasises flexibility and accessibility, respecting the needs of our volunteers in making a significant contribution to the program through the use of their skills and talents. This year we overhauled our previous volunteer engagement survey approach and developed two new streams of feedback – a service based and events based feedback
questionnaire. The first survey conducted under the new approach involved event volunteers from the Brissie to the Bay bike ride. The survey returned an increased response rate with feedback from our volunteers reconfirming the quality of our events program and the difference our volunteers made in the event delivery.
THE FUTURE OF OUR VOLUNTEERS DURING THE YEAR WE… Introduced skilled volunteering to better prepare us for the roll out of the NDIS in Queensland Expanded our corporate organisations’ support in the delivery of our events Maintained the ‘American Student Placement Program’ in our residential services to provide an enriched experience to both the students and our residents
Introduced an event volunteer management system to enhance the deployment of event volunteers Expanded our ‘Exercise Support Volunteer Program’ outside of Brisbane Metropolitan areas Improved our onboarding process through the review and introduction of new policies and procedures
With the roll out of the NDIS in Queensland, we intend to expand our volunteering opportunities to new sites and regional areas and build on our project and vocational volunteer programs. These plans will help us enhance the program’s accessibility and allow more volunteers to make a significant contribution to our organisation through supporting people with MS to gain independence and get the best out of life.
HOURS CONTRIBUTED BY VOLUNTEERS
HOURS CONTRIBUTED BY BOARD MEMBERS
HOURS PROVIDED BY EVENT VOLUNTEERS
3,567 HOURS PROVIDED BY SERVICES VOLUNTEERS
$130K WORTH OF IN-KIND SUPPORT PROVIDED BY VOLUNTEERS
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5 OUR PEOPLE
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Bev English-born Bev Forsyth met her husband Adrian while on holiday to Australia in 1989. She then spent much of her “summer holiday” with Adrian in Canberra before he followed her back to the UK. They were married in 1991 and had just returned from their honeymoon when Bev was diagnosed with MS.
Bev started experiencing balance issues after an ear infection she got on their honeymoon. She didn’t think too much of it until a series of tests led her Doctor to believe she had MS. He told her she would likely be in a wheelchair within ten years and sent the couple on their way. Shocked by the news, the newlyweds sought an MRI to confirm the diagnosis. Bev was keen to live by the sea, so the couple moved from Canberra to Maroochydore in 1992. Bev joined a local MS support group where she began forming friendships and learned about MS Queensland. The networks Bev built through the support group helped her find a doctor and neurologist and paved the way for accessing local supports and services. Problems with balance continued to be Bev’s main symptom but she was still able to teach and the couple continued to enjoy camping and caravanning. They travelled to many places such as Tasmania and the Great Ocean Road in Victoria while Bev was still quite mobile. As time progressed Bev moved from using a walking stick, to a walker, to occasional use of a wheelchair. In 2007 Bev suffered a severe case of trigeminal neuralgia which caused her immense pain and eventually led to surgery which has helped significantly. Bev’s diagnosis changed from relapsing remitting to progressive MS. In 2008 Adrian stopped
working to care for Bev who then used either her manual or electric wheelchair to get around. The couple’s dedication to each other is clear. While caring for Bev, Adrian had his own battle with cancer. Bev accessed respite care at MS Queensland’s Granston Lodge in Brisbane while Adrian underwent surgery at the nearby Greenslopes Private Hospital. Once Adrian was able to return home, Bev accessed respite at a care facility closer to home so Adrian could fully recover. He was able to use her electric scooter to visit her and bring treats like pancakes on Pancake Day. Since Adrian’s recovery the couple spent six months living in their wheelchair accessible caravan and also travelled to the UK to visit Bev’s family while their house was renovated to make it more accessible for Bev. Adrian did lots of research to ensure that their trip overseas was a success and that they had a wonderful time with family and friends. Now the couple are enjoying their beautifully renovated home with greater freedom and movement for Bev. A funding package and support through programs like the Vehicle Options Subsidy Scheme (VOSS) and Community Aids Equipment and Assistive Technologies Initiative (CAEATI) means Bev can now enjoy short trips away in their caravan and even go to the beach – "I've always loved the beach, and my beach wheelchair lets me enjoy it like I used to!"
“I'VE ALWAYS LOVED THE BEACH, AND MY BEACH WHEELCHAIR LETS ME ENJOY IT LIKE I USED TO!” Bev Forsyth
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6.1 OUR GOVERNANCE STRUCTURE
Our Board performs a very important governance function, establishing the organisation’s strategic direction and monitoring progress towards the achievement of our strategic objectives. During the year the Board and Executive Leadership Team (ELT) reviewed the organisation’s strategic direction following the completion of the first three years (2012–2015) of our 2020 Strategic Plan. The result of the review was the development of our new 2025 Strategic Plan which has confirmed our strategic objectives for the next three years (2016–2018). The new 2025 Strategic Plan is very much an evolution of the plan established by the Board in 2012 but includes an increased focus on supporting and promoting cutting-edge MS Research. The Board meets at least quarterly and is assisted by a wide range of Board sub-committees detailed in the following pages. Members of our Board come from a variety of backgrounds, including business, legal, finance, marketing, education and property – each bringing valuable skills and experience to the group. We are proud to have a number of people living with MS on the Board, offering unique insight into the issues faced by the wider MS community.
BOARD REPORT 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 Society’) and its controlled entities (‘the Group’) for the year ended 30 June 2016 and the Independent Audit Report are available online at msqld.org.au. During the year, the principal activities of the entities within the Group were to provide direct assistance to people 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 workplace and to fund research into a cure for MS. There have been no significant changes in the nature of these activities during the year. The strategy for achieving the following short and long term objectives is detailed in the Our Strategy section of this report (see pages 22–30).
SHORT TERM OBJECTIVES Accurately understand the met and unmet needs of people living with MS/Progressive Neurological Disease (PND) in Queensland Increase access to services to meet identified needs across Queensland Continually increase our financial contribution to research into MS/PND Encourage, support and harness grass-roots advocacy Continue to develop specific outreach and facilitation servicing models
Build on our brand awareness Strengthen our relationships with key Queensland influencers
LONG TERM OBJECTIVES Provide high quality solutions for people living with MS/PND in Queensland Advocate societal, policy and sector reform that directly benefits our clients Maintain a strong, developing and sustainable organisation
The number of Board and sub-committee meetings that members were eligible to attend and the number of meetings attended by each Board member, are detailed on pages 82–83. With the exception of our CEO, our Board members undertake their roles in an honorary capacity and volunteer significant amounts of their time to ensure the effective governance of the organisation.
As an organisation we undertake an annual performance review and development process for all employees, with performance assessed against annual Key Performance Indicators (KPIs).
Following a detailed review of the composition and skills required by the Board and the development of revised position descriptions for the Chair and Board members, the Board appointed a new Chairman, Roger Burrell, in September 2015. During the year the Remuneration and Nominations Committee together with the Board focused on the recruitment of new Board members to fill existing vacancies.
The Remuneration and Nominations Committee approves the organisational strategy for wage adjustments across all areas of the organisation. The Committee also reviews and approves the CEO’s salary recommendations in relation to his Executive Leadership Team and undertakes the performance review of the CEO. The CEO’s annual salary revision is recommended by the Committee and is subject to the approval of the Board.
During the year the Board farewelled long-serving Board member John O’Dempsey who chose not to stand for re-election at the AGM in November. John’s contributions to the Board through his business background, wonderfully positive attitude and his deep insights into living with MS were highly valued and his departure was felt significantly.
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WHEEL OF BRISBANE
6.2 OUR COMMITTEES The Board is assisted by five specialist sub-committees. All sub-committees were active throughout the year and the number of meetings held by each sub-committee is detailed on pages 82â€“83. The titles and purpose of our sub-committees are as follows:
RISK & AUDIT COMMITTEE
REMUNERATION BUILDING & & NOMINATIONS PROPERTY COMMITTEE ASSETS COMMITTEE
PHILANTHROPIC RELATIONS COMMITTEE
Oversees our financial affairs and annual budget processes
Monitors the performance and compliance of our customer services
Makes recommendations to the Board on matters relating to remuneration of the CEO and our staff
Helps raise funds for specific projects
Manages statutory/ regulatory compliance
Provides counsel to the Board on services policy development
Sets internal audit priorities Ensures the effectiveness of the internal & external audit functions Oversees our risk management approach Works with management to identify and mitigate risks across the business
Gives guidance on the strategic focus of customer services
Manages senior executive selection and performance Advises on the composition, structure and operation of the Board
Assists the Board in relation to the best use of existing and future building and property assets Assists in acquiring and disposing of owned property Assists with future building and property developments
Identifies and involves potential financial supporters Recommends actions to the Board to facilitate increased fundraising revenue for the organisation
Assists in leasing property Ensures compliance with relevant statutory requirements pertaining to the planning and implementation of any property matter
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6.3 OUR BOARD
CHAIRMAN (from Sept. 2015)
Board Member since 1996
CEO, MS Queensland since 2011
Board Member since 2010
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 (1987â€“00) and Phillips Fox (2000â€“06) and Fellow of the Australian Institute of Company Directors.
Worked in the health and community services sector for over 25 years and holds post graduate qualifications in Commerce and is a non-graduate member of the Australian Institute of Company Directors.
Non-executive Director and Corporate Tax Consultant. Non-executive Director of Handball Australia and a number of private companies. Fellow of Chartered Accountants Ireland and Chartered Accountants Australia and New Zealand, 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 Board Remuneration & Nominations
Board Remuneration & Nominations
Building & Property Assets
Building & Property Assets Services Philanthropic Relations Risk & Audit
Board Risk & Audit
Board Services Philanthropic Relations
Board Member since 2013
Board Member since 2007
Board Member 2009–2015
Board Member since 2011
Non-executive Director, Marketing and Corporate strategy specialist and Principal of CM Strategy Consulting. Board Director of Queensland Poetry Festival, Piovesan Nominees Pty Ltd and Lagberry Pty Ltd. Mater Foundation SubCommittee board member. Graduate member of the Australian Institute of Company Directors.
Co-convenor of Brisbane LSG of Qld Disability Network. Former medical secretary, jillaroo, journalist and instrumental music teacher. Longtime community, arts and disability activist in Mt Isa, Townsville, Roma and Brisbane. Person with MS.
MS Ambassador and convenor of the Gold Coast PwMS Support Group. Retired Business Development Manager in the automotive and industrial industries. Person with MS.
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 Chartered Accountants Australia and New Zealand.
Board Services Philanthropic Relations
Board Building & Property Assets Risk & Audit
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6.4 SAFETY IN THE WORKPLACE We are committed to embedding a strong safety culture in the workplace that respects all workplace participants. As we have invested in our safety systems over a number of years there have been notable improvements in incident and injury rates and workforce engagement with safety goals. Our Workplace Health & Safety (WH&S) Committee meets monthly and includes Health & Safety Representatives who provide a formal point of consultation with all staff. Staff undertake a range of relevant training, based on their role, to enable them to take responsibility for their own safety and that of their co-workers in a risk management environment. Our Safety Management System has been embedded and now provides a framework for a multi-site operation in the future. This year we have recorded a significant reduction in the total number of incidents reported (from 62 to 26 staff incidents) as well as another reduction in Lost Time Injuries (LTI’s) to two in 2015–16 (three in 2014–15).
WORKCOVER PERFORMANCE Our WorkCover performance remains better than the industry average – our premiums are at 95% of the industry rate in the Residential Services Category and 70% for all other staff. We are continually working to improve our safety performance under the oversight of the WHS Committee (WHSC) and the Risk and Audit Committee (RAC). The lower premium rates reflect our reduced number and severity of incidents (due to our commitment to training and safe systems of work) and a robust rehabilitation framework focusing on early and appropriate return to work.
In November 2015 we were awarded a $14,689 grant from WorkCover Queensland to address an identified high-risk WHS area. We partnered with Spinal Life Australia to develop dedicated ‘people handling’ training tools for our Support Workers and to roll out training. Between March and June 2016, 59 staff undertook the training and nine staff are now capable of running the training for new employees.
LOST TIME INJURY FREQUENCY RATE (LTIFR) Our LTIFR has reduced from 13.8 in 2014–15 to 8.57 in 2015–16. This is well below the Queensland industry rate of 34.6 for Residential Care Services and the Australian rate of 18.2 (Source: Safe Work Australia). Using a dedicated internal Rehabilitation & Return to Work Coordinator (RRTWC), we support injured staff to ensure a safe and early return to the workplace.
6 WORKCOVER PERFORMANCE
MS QUEENSLAND ACCOMMODATION STAFF
95% INDUSTRY RATE
ALL OTHER MS QUEENSLAND STAFF
70% INDUSTRY RATE
LTI FREQUENCY RATE PER MILLION HOURS WORKED LTIFR 2015–16
INDUSTRY RATE FOR RESIDENTIAL CARE SERVICES
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OUR WH&S PERFORMANCE
HAZARDS AND WH&S INCIDENT TRENDS
Our 2016 audit again focused on hazards with only a small number of improvements identified by the auditor, these were addressed by the WHSC immediately. A chemicals safety audit was undertaken in 2015, identifying chemical hazards and outlining important enhancements to the chemical safety management framework. We also comprehensively revised our Safety Management System and Manual this year. The manual is featured on the WHS intranet page, which can be accessed by all staff.
All WH&S incidents and hazards are reviewed by the WHSC at monthly meetings to identify trends and implement appropriate solutions. Residential Services facilities, as expected due to the proportion of overall workforce and the heavy manual component of the work, comprise 80% of all incidents reported and as a result, the majority of our dedicated safety resources are focused on improving safety outcomes in Granston Lodge and Annerley Apartments.
OUR WORKPLACE INCIDENTS BY MECHANISM PEOPLE HANDLING 2013–14 (11) 2014–15 (16) 2015–16 (6)
MANUAL TASK 2013–14 (6) 2014–15 (6) 2015–16 (2)
HIT BY MOVING OBJECT 2013–14 (9) 2014–15 (4) 2015–16 (3)
HIT OBJECT WITH PART OF THE BODY 2013–14 (9) 2014–15 (7) 2015–16 (4)
SLIP TRIP FALL 2013–14 (7) 2014–15 (7) 2015–16 (2)
ENVIRONMENT 2013–14 (3) 2014–15 (2) 2015–16 (3)
6 RISK MANAGEMENT CONTACT WITH HEAT/WATER 2013–14 (3) 2014–15 (4) 2015–16 (0)
EQUIPMENT FAILURE 2013–14 (0) 2014–15 (5) 2015–16 (3)
NEEDLESTICK/CONTACT WITH HAZ SUB 2013–14 (0) 2014–15 (4) 2015–16 (0)
MEDICATIONS 2013–14 (0)
Our risk management framework is strategic in nature and is prioritised towards those risks which would have the most significant impact on the organisation achieving our vision, mission and purpose.
Customer and clinical care Staff and volunteers Funding
For each risk identified, there is an associated mitigation strategy and then an assessment of the effectiveness of the mitigation strategy in managing the risk. Risks are considered within the context of eight overarching themes deliberately aligned to our strategic goals:
External relations Advocacy Governance/compliance Commercial approach Assets
2014–15 (3) 2015–16 (2)
OTHER 2013–14 (0) 2014–15 (4) 2015–16 (1)
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QUALITY & CONTINUOUS IMPROVEMENT
FUNDRAISING PRINCIPLES & STANDARDS
OUR RESPONSIBILITY & ACTIVITY
We operate at a high level of efficiency, effectiveness, transparency and accountability. We hold our legal and financial requirements, our ethical responsibilities and other standards relevant to our organisation in strong regard.
Our commitment to best practice as we move towards delivery of services under the NDIS has meant an ongoing policy and procedures review process, fostering a culture of continuous improvement.
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 fia.org.au
Our Risk and Audit Committee (RAC) is responsible for ensuring compliance risks are appropriately managed as part of our overall risk management framework. Our Executive Leadership Team (ELT) also liaises with industry bodies on a regular basis to stay abreast of changes in legislative requirements.
In the sectors in which we operate, there are a diverse range of professional and compliance requirements. These include Quality (Human Services Quality Framework), National Disability Insurance Scheme (NDIS), HR and WHS regulations, fundraising and tax legislation, building and housing registration requirements.
Under the Human Services Quality Framework (HSQF) we participated in a three day recertification assessment in March 2016. The audit report cited positive evidence reflecting our commitment to corporate governance, leadership program for managers, service coordination and delivery. The assessor also reported very favourable
customer feedback from interviews held. The observations proposed by the assessor were immediately considered by the Quality Standards Committee and acted upon appropriately. We proudly use the HDAA Mark which offers assurance to our customers, staff, stakeholders, regulators, the general public and the business community of our commitment to maintaining an effective quality management system and high level of care and service.
OUR FINANCIAL PERFORMANCE
Pam For Pam and John Barry a simple holiday led to a complete change in the way they live their lives.
It was while camping on the Gold Coast in 2010 that Pam started getting tingling in her feet. She thought her GP would tell her she was crazy but instead she was told it could be something significant and was referred to a neurologist, an MRI confirmed she had MS. Her neurologist gave her some basic information and told her to come back in two weeks once she’d had time to absorb the news, telling her “you’re the same person who walked in the door, you just have MS”.
regularly have a house full of grandkids – and they wouldn’t have it any other way.
Pam says it took them around a year to get their head around her diagnosis, once they did they started preparing for the future. Her neurolologist suggested they do as much as they could in the next ten years, so they sold their family home and moved to a smaller, more manageable apartment. They also planned a trip to Europe and in 2013 spent ten weeks travelling with her brother and sister-in-law.
For Pam it’s a combination of little things that help her manage her MS – cutting back on work hours, watching what she eats and staying active. Before her diagnosis she had started walking with a friend, once she found out she had MS she decided she better keep active and now walks every morning. She did a couple of fun runs/walks before getting involved in the MS Moonlight Walk a few years ago. Now every year a group of walkers calling themselves the Mt Crosby Cruisers from the school where she works get dressed up and walk to raise money to help find a cure for MS.
John says before Pam’s diagnosis the couple “had been living with a lot of one days – one day we’ll travel, one day we’ll spend more time with family, but now there’s a limit to those one days so we want to do it all now.” Pam loves kids, between her job as a teacher aide and having four grandkids (with another on the way), she spends a lot of time nurturing young minds and playing. She and her husband John
In 2014 Pam made the decision to reduce her work hours in the hopes that she will be able to continue working longer if she takes things a little easier now. She works five mornings a week, giving her the chance to rest before spending her afternoons with her family and grandkids. It’s a balance that helps her continue doing the things she loves the most.
Pam’s symptoms have not progressed in the six years since her diagnosis, her neurologist says she is an exception, so she likes to tell her husband that she’s exceptional. For Pam and John MS has prompted them to make the most of life, to travel and spend time with their family while they can.
“YOU'RE THE SAME PERSON WHO WALKED IN THE DOOR, YOU JUST HAVE MS.” PAM BARRY'S NEUROLOGIST Pam Barry
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7.1 OUR FIVE YEAR PERFORMANCE
Our financial performance over the past year continues to support the excellent trend of increasing the extent and reach of customer services. Our overall financial performance is reviewed monthly by the Executive Leadership Team (ELT) and Treasurer and at every meeting of the Risk and Audit Committee (RAC) and Board.
INCOME ANALYSIS: LAST FIVE YEARS
EXPENDITURE ANALYSIS: LAST FIVE YEARS
Government Fundraising inc lotteries
Services & other grant funding Other
Net gain: land sale
Services Fundraising inc lotteries
Contribution to MS research Contribution to MSA
BUDGET ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL 2015–16 2015–16 2014–15 2013–14 2012–13 2011–12 ($’000) ($’000) ($’000) ($’000) ($’000) ($’000)
INCOME Government funding and other grant funding
Fundraising inc lotteries
Services Net gain on sale of land Other Total Income
698 932 677 720 734 687 -
436 472 571 327 274 262 16,678
Fundraising inc lotteries
Total Expenditure SURPLUS/(DEFICIT)
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 these 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 2015-16 financial year is available in full from our website msqld.org.au Our total income in 2015–16 was 5% less than budget due to a challenging event fundraising environment, and the absence of additional government funding to support an increase in residential places at Granston Lodge. Total expenditure in 2015–16 was 6% less than budget due to an increased emphasis on cost control.
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7 OUR FINANCIAL PERFORMANCE
FIVE YEARS AT A GLANCE – CONSOLIDATED ENTITY
The consolidated annual financial statements of the Group for the financial year ended 30 June 2016 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”).
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INCREASING GAP BETWEEN GOVERNMENT FUNDING & SERVICES EXPENDITURE: LAST FIVE YEARS
RESEARCH EXPENDITURE: LAST FIVE YEARS
2014–15 2013–14 2013–14 2012–13 2012–13
Government funding Services expenditure
Gap covered by fundraising
Research expenditure increased by 56% from 2014–15 levels as a result of our funding support for the Phase 1 Trial of autologous Epstein-Barr virus-specific T cell therapy as treatment of progressive MS.
“WE ARE WELL POSITIONED TO DELIVER MS QUEENSLAND’S HOUSING STRATEGY FOR PEOPLE WITH MS, WITH TWO PROJECTS ALREADY UNDERWAY AND FURTHER HOUSING INVESTMENT OF $8.1M SCHEDULED FOR 2016–17.” JOHANNA ROCHE, TREASURER, MS QUEENSLAND.
OUR CAPITAL INVESTMENT SUMMARY 2016–17 2015–16 2014–15 2013–14 2012–13 2011–12 PROJECTED ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ($’000) ($’000) ($’000) ($’000) ($’000) ($’000) CAPITAL INVESTMENT FUNDING Grant funding 731 - 48 298 235 89 9,1422 1,230 701 531 424 135 MS Queensland cash reserve 9,215 1,230 749 829 659 224 Grant funding projected to be utilised for Services Equipment purchases. Proceeds from property sales and Project Dignity 120 funding sources to help fund expansion in Services Capacity.
CAPITAL INVESTMENT Services Capacity IT systems 258 50 11 190 250 Equipment 263 344 359 96 215 128 Project Dignity 120 235 302 - - - NDIS implementation 65 - - - - Building (Springfield – 18 units, Lutwyche – 4 units, Albany Creek – 11 units) 8,067 258 64 - 30 8,888 954 434 286 495 128 Organisation Capacity IT systems 126 - 141 486 82 Equipment 30 151 145 33 33 79 Building 150 105 8 - 28 306 256 294 519 143 79 Customer Support 21 20 21 24 21 17 9,215 1,230 749 829 659 224
Total investment in our capacity to deliver services to customers has continued to increase in 2015-16 with expenditure on our Housing Strategy and development of our Project Dignity 120 capital fundraising model. Project Dignity 120 will be integral to support our strategy to construct state-of-theart housing solutions for people living with MS and PND.
95 2015–16 Annual Report
OUR FINANCIAL PERFORMANCE
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INTEREST & DIVIDENDS $287K
GOVERNMENT FUNDING $5,873K
TOTAL INCOME $16.0M
The graph below shows the breakdown of our services expenditure for the last four financial years and projections for the 2016-17 financial year. In 2015–16 services expenditure increased by 7.8% from 2014–15 levels, largely due to targeted investments in NDIS readiness projects and pilot activities.
FUNDRAISING INC LOTTERIES $8,676K
CONTRIBUTION TO MSA $148K
NDIS IMPLEMENTATION & PILOT ACTIVITIES $419K
$’000 PROJECTED 2016–17
TOTAL EXPENDITURE $16.5M
FUNDRAISING INC LOTTERIES $6,153K
Accommodation Regional services
Therapy Awareness & advocacy
Community education In-home Care
Immunotherapy NDIS implementation & pilot activites
7.2 Our financial position continues to be strong, with net assets as at 30 June 2016 of $12.6M (2015: $13.2M) and a current ratio (a key indicator of liquidity) of 2.7 (2015: 2.7). Our strong net assets position, together with appropriate debt financing and philanthropy will assist us to deliver on our housing strategy. In 2016–17 the net assets position is projected to improve by $3M due to the sale of our holiday respite property at Runaway Bay.
OUR FINANCIAL PERFORMANCE
OUR FINANCIAL POSITION
7 Our policy on cash reserves is to maintain adequate reserves to fund at least three months’ operating expenditure. Our assets are recorded at historic cost and there are no liens over the assets.
NET ASSETS PROJECTED 2016–17 ACTUAL 2015–16 ACTUAL 2014–15 ACTUAL 2013–14 ACTUAL 2012–13 ACTUAL 2011–12
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7.3 OUR INVESTMENT POLICY Our investment policy is set by the Board and is implemented by the Executive Leadership Team. We invest our cash reserves in short-to-medium term interestbearing deposits with Australiaâ€™s leading banks and actively manage our cash reserves through a robust cash flow forecasting and reporting process. Our primary bankers are the Australia and New Zealand Banking Group Limited. Our Board is committed to maintaining cash reserves at a level at least equivalent to three months' unfunded operating expenses. The 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 2015-16 is provided on page 95 of this report. Investment in capital projects is to be funded through a combination of reserves, debt financing and philanthropy. This investment strategy supports the Boardâ€™s strategic goal to develop a strong, developing and sustainable organisation.
Level 18 King George Central 145 Ann Street Brisbane QLD 4000 Correspondence to: GPO Box 1008 Brisbane QLD 4001
Level 18 King George Central 145 Ann Street Brisbane QLD 4000
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Independent Auditor’s Correspondence to: Assertion Statement Box 1008 QLD 4001 To the GPO Members of Brisbane Multiple Sclerosis Society of Queensland
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INDEPENDENT AUDITOR’S ASSERTION STATEMENT
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W www.grantthornton.com.au The financial information contained in Our Financial Performance does not contain all thenot contain all the The financial information contained in OurStatement Financial Performance does Independent Auditor’s Assertion disclosures required by the Australian Accounting Standards and accordingly, reading the disclosures by the Accounting Standards and THORNTON accordingly, AUDIT readingPTY theLTD Torequired the Members ofAustralian Multiple Sclerosis Society of Queensland GRANT financial information contained in Our Financial Performance is not a substitute for reading financial information contained in Our Financial Performance is notAccountants a substitute for reading Chartered the audited special purpose financial report. the audited financial report. Thespecial financialpurpose information (excluding projections) contained in Our Financial Performance pages 92 to 97 of the Multiple Sclerosis Society of Queensland 2015-16 Annual Report, is derived from the audited special purpose financial report of the Multiple Sclerosis Society of Queensland for the year ended 30 June 2016 and is consistent, in all material respects, with the audited special purpose financial report.
M S Bell The financial information contained in Our Financial Performance GRANT THORNTON AUDIT PTY LTD M S does Bell not contain all the Partner – Audit & Assurance disclosures required theLTD Australian Accounting Standards and accordingly, reading the GRANT THORNTON AUDIT by PTY Chartered Accountants Partner – Audit & Assurance Chartered Accountants financial information contained in Our Financial Performance is not a substitute for reading Brisbane, 31 October 2016 special purpose financial report. Brisbane,the 31 audited October 2016
or more member firms, as the context requires. Grant Thornton Australia Ltd is a member firm of Grant Thornton International Ltd (GTIL). GTIL and the member firms are not a worldwide partnership. GTIL and each member firm is a separate legal entity. Services are delivered by the member firms. GTIL does not provide services to clients. GTIL and its member firms are not agents of, and do not obligate one another and are not liable for one another’s acts or omissions. In the Australian context only, the use of the term ‘Grant Thornton’ may refer to Grant Thornton Australia Limited ABN 41 127 556 389 and its Australian subsidiaries and related entities. GTIL is not an Australian related entity to Grant Thornton Australia Limited.
Liability limited by a scheme approved under Professional Standards Legislation. Liability is limited in those States where a current scheme applies.
Grant Thornton Audit Pty Ltd ACN 130 913 594 a subsidiary or related entity of Grant Thornton Australia Ltd ABN 41 127 556 389
M S Bell
‘Grant Thornton’ refers to the brand under which the Grant Thornton member firms provide assurance, tax and advisory services to their clients and/or refers to one or more member firms, as the context requires. Grant Thornton Australia Ltd is a member firm of Grant Thornton International Ltd (GTIL). GTIL and the member firms are not a worldwide partnership. GTIL and each member firm 2015–16 is a separate legal entity. Services are delivered by the member firms. GTIL does not provide services to clients. GTIL and its member firms are not agents of, and do not obligate one another and are not liable for one another’s acts or omissions. In the Australian context only, the use of the term ‘Grant Thornton’ may refer to Grant Thornton Australia Limited ABN 41 127 556 389 and its Australian subsidiaries and related entities. GTIL is not an Australian related entity to Grant Thornton Australia Limited.
99 Annual Report
OUR FINANCIAL PERFORMANCE
100 Independence . Respect
Companion of the Order of Australia
Asbestos Containing Material
JAS-ANZ Joint Accreditation System Australia and New Zealand
ACNC Australian Charities and Non Profit Commission
Institute of Chartered Accountants
Key Performance Indicator Local Area Coordination
Annual General Meeting
Officer of the Order of Australia
LINK Leading Innovation through Networking and Knowledge-sharing
AHSCT Autologous Haematopoietic Stem Cell Transplant BHC
Brisbane Housing Company
Lost Time Injury
Lost Time Injury Frequency Rate
NFP Not-For-Profit OH&S
Occupational Health and Safety
Princess Alexander Hospital
Private Ancillary Funds
Progressive Neurological Disease
PwC PricewaterhouseCoopers pwMS
People with Multiple Sclerosis
Queensland Disability Services Standards
Queensland Institute of Medical Research
Queensland Productivity Commission
CAEATI Community Aids Equipment and Assistive Technologies Initiative
ILC Information, Linkages and Capacity Building Policy Framework
CEO Chief Executive Officer
Queensland University of Technology
Motor Neurone Disease
Risk and Audit Committee
Memorandum of Understanding
Royal Brisbane Hospital
Executive Leadership Team
Member of Parliament
Regional Service Coordinator
Friedreichâ€™s Ataxia Network
RRTWC Rehabilitation and Return to Work Coordinator
Fundraising Institute of Australia
Multiple Sclerosis Australia
University of Queensland
MS Queensland Leadership Program
Multiple Sclerosis International Federation
Vehicle Options Subsidy Scheme
MSRA Multiple Sclerosis Research Australia
Workplace Health and Safety
Human Services Quality Framework
Workplace Health and Safety Committee
National Disability Insurance Scheme
HELPING THE MS CAUSE There are many ways YOU can help Queenslanders living with MS.
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