TasCOSS Annual Report 2008/09

2009 2nd Floor McDougall Building Ellerslie Road Battery Point 7004 Hobart Tasmania PO Box 1126 Sandy Bay Tasmania 7006 P - 03 6231 0755 F - 03 6223 6136 E – admin@tascoss.org.au www.tascoss.org.au printed on recycled paper

annual report

Tasmanian Council of Social Service Inc.

Annual Report 2009

Contents Tasmanian Council of Social Service Inc.

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2 4 6 7 8 12 17 18 19 24 f.1 − f.7 f.1 f.2 f.3 f.5 f.6 f.7

Profile From the President Board Attendance Staff Profile From the CEO Social Policy and Research Report The Tasmanian Social Policy Council Policy Submissions Industry Development Unit (IDU) IDU Outcomes and Activities Financial Report 2007-2008 Income and Expenditure Statement of Financial Position Notes to and Forming Part of the Financial Statements Independent Audit Report Committee’s Statement 2009 Committee Members

Tasmanian Council of Social Service Inc. 47th Annual Report 2008-2009 Published: September 2009 Text © TasCOSS Inc. 2009 Design © Clare Bradley@ Charlie Bravo Design 2009 ISSN 1320-8942

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Profile The Tasmanian Council of Social Service is the peak industry body for the community services industry in Tasmania.

Our Mission

To provide a voice for Tasmanians affected by poverty and inequality and to act as the peak council for the community service organisations that serve, support and work for them.

Our Vision

A fair, just and inclusive Tasmania.

Achieving Our Vision

We work to improve the lives of Tasmanians who are on low incomes or in other ways disadvantaged.

We do this by advocating for and developing better social policy, informed through consultation, research and analysis.

We also support the community sector in our role as a peak council, by advocating on their behalf, coordinating joint advocacy efforts, and providing services that contribute to good governance, management and practice.

Finally, we seek to raise awareness and understanding of social injustice and inequality, along with the social and structural conditions that contribute to this, and to engage the wider community in ongoing reform.

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Values

We value: • The rights of all Tasmanians to opportunity, justice and equity.

• Policy solutions that are socially and economically sustainable.

• The experience and talents of people affected by poverty and inequality.

• Working collaboratively and in partnership.

• The commitment and passion of people working in the community services industry.

• A diversity of responses to the range of needs within the community.

• Our independence as a non party political organisation.

• Robust civil society and the importance of a strong community sector in maintaining this.

• A strong and representative role and mandate for our work.

• A strong and representative role and

mandate for our work.

Key Areas Of Focus

TasCOSS Board and staff members have agreed to continue focusing on the three key areas which formed the basis of our last two strategic plans.

1. Achieving a socially just society 2. Strengthening the Industry 3. Building on the strengths of the organisation

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From the

President

During 2008-2009, I was again impressed by the strength and strategic thinking of the TasCOSS Board and its commitment to good governance.

In February 2009 Board members gathered for two days to focus on Board development and planning.

The two days were a chance for the Board to reflect on its practices and culture and to talk about such fundamental questions as what makes a good board.

The Board also used the two days to join with staff to consider how the organisation is performing against its 2007-2010 Strategic Plan. The Board and staff debated the current operating context and looked towards the medium and longer term to identify key risks, challenges and opportunities. As President the quality of the Board and staff discussion on strategic issues has always provided me with great confidence that we are making the right choices.

The role of a President is of course made easier with a good CEO and Board, and

through the four years I have been President this has been my good fortune.

Our CEO, Tom Muller, has led the staff team with a clear focus on working towards achieving the organisation’s vision and mission. The work of Tom and his team often seems to stretch across the spectrum of policy issues, and 2008-9 has been no different as they have focused on water and sewerage reform, housing, reforms within DHHS, transport, and many other issues. The staff team have also focused on refining the work of the Industry Development Unit.

However, what impresses me most is that while working on diverse social and industry policy issues, TasCOSS is proactive in trying to shape the public debate and build awareness about poverty and disadvantage in Tasmania.

In 2008-2009, TasCOSS organised a conference, held

forums on social inclusion and the financial crisis, and undertook research with Tasmanians living on a low income, which was published in the report Just Scraping By? TasCOSS policy forums and research are examples of the organisation taking the lead in public debate and broader community policy discussions. This is what the Board expects TasCOSS staff to be doing, and we are again grateful to the entire staff team for putting the organisation’s vision and mission into practice.

TasCOSS not only has an impressive staff team, but a Board that is skilled and representative of its membership.

Helen Hortle has been Treasurer throughout 2008-2009 and provided significant support to Tom and the staff team to improve

Alex Huntir

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the organisation’s financial management and systems.

The Board is grateful for Helen’s accountant’s eye and teacher’s capacity to share her knowledge.

Throughout most of 2008-2009 Jo Flanagan has been Vice President, and I am grateful to her for her support throughout the year. Over the last four years Jo has been a valuable Board member, bringing critical social policy and analysis skills to the table as we debated the organisation’s strategic agenda. Jo stepped down from the Board in June, and we are grateful for her commitment and passion.

Other Board members have also consistently debated governance and strategic issues in a positive and supportive manner as well as ensuring a healthy degree of humour around the Board table. I would also like to thank Board members for their

participation on the Audit and Risk Subcommittee, the Board Improvement Group and the Tasmanian Social Policy Council.

Finally, I have decided to step down from the position of President of TasCOSS, a position I have held since October 2005. It is a role I have enjoyed immensely and one I hope the membership believes I have fulfilled appropriately.

As outgoing President I want to thank the TasCOSS membership for their continual support. TasCOSS is a membership organisation, and the active involvement and participation of members is crucial.

Alex Huntir, President

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Board At tendance 20 0 8 - 09

Attendance at Board Meetings

Meetings attended Out of total number Alex Huntir 8 9 Michelle Swallow 7 9 Kay Thompson 8 9 Lindy O’Neil 7 9 Suzi Edwards 4 9 Noel Mundy 8 9 Helen Hortle 9 9 Kate Moore 2 9 Mary Johnson-Goeldner 2 2

Previous Members from this financial year.

Jo Flanagan

Note: There were 9 meetings over the financial year.

No meetings were held in January or April.

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Staf f Profile

Current

Tom Muller Martin Gibson Melissa Iocco Miranda Kellett Kath McLean Carol Patterson Klaus Baur Elida Meadows Dale Rahmanovic Tim Tabart Jill Pope

Maureen Richardson

Past

Maree Fudge Shona Gates Pauline Marsh

20 0 8 - 09

Position

CEO Manager Social Policy and Research Social Policy Officer Social Policy Officer Social Policy Officer HACC Project Officer HACC Project Officer, Consumer Engagement Development Officer Development Officer Development Officer Finance Officer Administration Assistant

Manager Industry Development Development Officer HACC Project Officer

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From the

CEO

What a year of contrasts.

In June 2008, the State Government handed down a budget with significant new social investment and a positive economic outlook.

Within a few months the economic outlook had been turned on its head, and TasCOSS was holding forums across the State with members on the impact of the financial crisis on organisations and their clients. The issues identified in these consultations were then analysed by TasCOSS and used in meetings with the Premier, Deputy-Premier and Treasurer to advocate for the quarantining of funding for social services and for a State Government contribution to emergency relief.

Whether we are working in the boom times or the down times, TasCOSS is all about advocating on behalf of Tasmanians living on a low income and achieving results for our members. To achieve these two things TasCOSS is committed to ensuring that:

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As an advocate for low- income Tasmanians we get beyond the bureaucratic- political parameter of central Hobart and meet and talk with Tasmanians; and as a membership organisation we ground our work in the practice wisdom and experience of community service organisations.

Through its consultation practices, TasCOSS is uniquely placed to analyse social and industry policy issues, identify policy solutions and then organise and run advocacy campaigns, involving public and behind the scenes lobbying to deliver positive change for Tasmanians.

Just Scraping By? Conversations with lowincome Tasmanians

Throughout 2008-2009, TasCOSS conducted interviews with 150 Tasmanians living on low-incomes across the State. We met and spoke with people in Rocherlea, Ravenswood, Launceston,

Campbelltown, Devonport, Westbury, Turners Beach, Ulverstone, Burnie, Wynyard, Smithton, Scottsdale, St Helens, Bicheno, Triabunna, Nubeena, Ouse, New Norfolk, Bridgewater, Gagebrook, Clarendon Vale, Glenorchy, Hobart, Howrah, Rokeby, Moonah, Rosebery, and Zeehan.

People talked about many of the factors that contribute to and compound poverty and disadvantage in their lives. However, they also identified eight ingredients for a good quality of life, and these included having positive relationships with friends and family, enough money, time and food, opportunities to contribute to their communities, a positive outlook, a job or something meaningful to do, appropriate housing, feeling supported and connected, and being able to buy decent clothes.

The fact that many Tasmanians are missing out on the ingredients for a good quality of life poses

Tom Muller

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challenges that the Tasmanian community must address.

They are not challenges that should be brushed aside as the State looks to strengthen the economy, respond to climate change or plan for demographic change. These are challenges that should be at the core of the decisions we make and all that we do as a State.

We must guarantee that people can afford and have access to the basics. These include having enough nutritious food on the table, a warm and affordable home, access to transport, health and community services, the ability to earn an income, and participate in education and training and social and civic opportunities. We must ensure that all Tasmanians have the opportunity to live satisfying, healthy, stimulating lives without facing significant structural or geographical barriers. As a community, we need to constantly be taking action to ensure that no Tasmanian is missing out.

To do any less would be to pursue a future for Tasmania that might be richer or greener, but certainly not fairer.

Consulting with members and advocating for community service organisations

Throughout 2008-2009, TasCOSS consulted with its members on key industry issues. The Tasmanian Social Policy Council and the Peaks Network have been key forums through which TasCOSS has continued to engage with community service organisations. We also held regular statewide forums to obtain feedback from members, such as those held on the Budget Priority Statement in August 2008, the Industry Plan in September 2008 and the financial crisis in January 2009.

The Community Services Industry Plan was formally released at the TasCOSS Fairer Futures Conference held in

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October. The Industry Plan is an important milestone for the community services industry in Tasmania. It documents key challenges and charts a way forward by highlighting critical priority areas for action. The Industry Plan is a credit to all organisations involved and a challenge for both the government and industry. The Plan is strategic and ambitious in its vision for building a viable, accountable and skilled industry for the future.

This is not something that will happen overnight, but it is something that all community service organisations can be working towards through their own practice and advocating for in their meetings with government.

It is important to remember that strengthening the capacity of the community services organisations is not something that can happen in partnership with just one government department.

The industry needs a new broad agreement with the Tasmanian Government, which moves the relationship beyond the narrow confines of contracts to a new shared agenda. This agenda needs to be strategic. This agenda needs to be based on a shared commitment to tackling social exclusion.

This agenda needs to be about ensuring organisations can get on and work with individuals and communities rather than finding themselves tied down in government processes.

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The Department of Health and Human Services (DHHS) was also busy in 2008-2009 and TasCOSS took an active role in consulting with its members on DHHS reform agenda.

TasCOSS was supportive of the Department’s plan to introduce a new approach to quality and safety, but we also advocated for any reforms to include funding for community organisations. The reason we advocated for new resources for community organisations is because members told us this is what was needed. Indeed, members clearly raised concerns that the introduction of any new quality and safety framework, without resources attached, would simply create a new administrative overhead and impact negatively on the ability of organisations to focus on service delivery. Our members also emphasised their concern that without resourcing it would be unlikely that the reforms would be tailored to enable service improvement.

Despite the concerns of the sector and the lobbying efforts of TasCOSS, these reforms have been introduced without new resources for community service organisations. This is an example where the advocacy TasCOSS undertook with Government Ministers and departmental staff did not result in the change we were after.

TasCOSS is committed to monitoring the introduction

of the quality and safety framework and to undertaking ongoing advocacy for additional resourcing for community service organisations. In 2009-2010, we will be writing to members asking them to document the impact of the new reporting requirements on their organisations. We will use the evidence from our members as part of a broader push in the lead up to the State Election for a community services package that addresses the historic underfunding and underresourcing of community service organisations.

Leading the social policy agenda and shaping public debate in Tasmania

TasCOSS uses all of its consultations with low-income Tasmanians and community service organisations to inform our policy positions, which are then systematically advocated through the media, through meetings with all Tasmanians political parties, and through engagement with key government departments and other industry groups.

In 2007-2008, TasCOSS was instrumental in getting a State Government commitment to establishing a Social Inclusion Unit and to developing a social inclusion strategy for Tasmania. In 2008-2009 TasCOSS was again setting and shaping the State’s social policy agenda.

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We held forums on social inclusion, held the successful Fairer Futures Conference, continued to advocate on reducing the negative impacts of gambling and the need for an Elder Abuse Strategy. We continued developing our work on climate change and maintained a strong focus on issues to do with consumers, particularly relating to water and electricity. We also continued to beat the drum for a more strategic and comprehensive government approach to affordable housing in Tasmania.

The Premier delivered his key social policy speech for the year at the Fairer Futures Conference, while TasCOSS delivered a key social policy research report with the release of the already mentioned Just Scraping By? in May 2009.

TasCOSS also used the first half of 2009 to develop a comprehensive community campaign strategy in the lead up to the State Election to be held in March 2010.

The strategy is based on a strong set of partnerships with key organisations that were negotiated in the first half of 2009.

A strong organisation with an activist spirit

All the work that TasCOSS does wouldn’t be possible without the strategic leadership of the TasCOSS Board. TasCOSS is

fortunate to have a Board that is skilled, but also diverse and representative of the different size and types of organisations that make up the community service industry.

The strength and capacity of the TasCOSS Board was again on display when the Board gathered in early 2009 to reflect on its own practice and to look at the operating context in which TasCOSS works. It was through this process that the Board decided that TasCOSS needed to adopt a more activist spirit in the lead up to the State election.

Implementing the Board’s desire for an activist spirit is of course the providence of the staff, and TasCOSS is fortunate to have a smart, passionate and committed team. In 2008-2009 a number of new staff joined the organisation, including Carol Patterson, Klaus Baur, and Maureen Richardson, while Maree Fudge and Pauline Marsh moved on to new challenges.

To the Board, staff and members I want to extend my thanks and a special thank you to Jill Pope and Helen Hortle for their work and support with finances.

I look forward to continuing all the hard work with members and staff in 2009-10.

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Social Policy and Research Repor t

The Team

This year has seen some changes within the Social Policy and Research (SPR) team with Pauline Marsh moving on and Carol Patterson and Klaus Baur joining us.

The Work

The team has continued to work effectively to deliver on the outcomes set out in our SPR Work Plan for 2007-2010.

The focus for this year has been to finalise our research in relation to poverty and social exclusion in Tasmania as a platform for effective policy development and advocacy on the key areas of employment and income, education and training, health and wellbeing, housing and social infrastructure in the lead up to the 2010 state election.

The following provides an outline of the key areas of the SPR team’s work for this period.

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Just Scraping By: Conversations with Tasmanians Living on Low Incomes

I’m just scraping by, just scraping by. You don’t have $2 left over… You can’t even go to anything that’s going to cost you $5, you can’t go…you can’t invent money, you can’t stretch it.

Age Pensioner West Coast One of the highlights of the year was the launch of Just Scraping By: Conversations with Tasmanians Living on Low Incomes. This report was based on conversations with 150 people from around the state and a companion piece to our statistical snapshot of poverty and disadvantage in Tasmania, An Unfair State?

Poverty, Disadvantage and Exclusion in Tasmania.

The report describes the experience of living on a low income in Tasmania and what Tasmanians are going without to make ends meet. The report was addressed by all parties in State Parliament. This work has been invaluable in informing

Martin Gibson, Manager, Social Policy & Research

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our advocacy and policy positions.

Context for the work: The Global Financial Crisis

As the impact of the financial crisis began to be felt in Tasmania, it became clear that there were likely to be a range of implications for low income and disadvantaged Tasmanians and for the community services sector.

Firstly, it is expected that there will significant rises in unemployment and long-term unemployment and that these impacts would be felt most by people on low-incomes; secondly that community service organisations would be placed under additional pressure by increases in demand for their services, reductions in donations and, in some cases, reductions in investment returns; and thirdly that we could expect pressure on funding for community services with reductions in State government revenue.

TasCOSS held regional forums on the financial crisis to

Klaus Baur HACC Project Officer, Consumer Engagement

Carol Patterson HACC Project Officer

Miranda Kellett Policy & Research Officer

Melissa Iocco Policy & Research Officer

Kath McLean Policy & Research Officer

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hear about the impact the financial crisis was having on community service organisations and their clients.

These meetings informed our meetings with the Premier, Treasurer and members of the Legislative Council.

Key outcomes included the quarantining of community sector reforms, an increase in emergency relief funding and the creation of the Strengthening Community Organisations Fund.

Budget Priorities Statement 2008-09: Investments for an inclusive Tasmania

Our annual Budget Priorities Statement (BPS) outlines the community sector’s priorities and recommendations for funding by State Government and forms the basis of TasCOSS’ policy and advocacy work for the following year. This year’s statement was informed by state-wide consultation with 36 community service organisations and the Tasmanian Social Policy Council (TSPC).

This year’s BPS included a focus on access to education and supportive school environments, increased provision of passenger transport services, strengthening the community services industry and calls for initiatives to reduce the impact of climate change and climate change policies on low income households.

The State Budget 2008

This year’s State Budget was handed down in the context of the Global Financial Crisis with an estimated loss of $1 billion in GST receipts and $550 million in state taxes over 4 years.

Key items called for by TasCOSS and delivered in the 09/10 budget included: • Quarantining of funding for Disability and Child and Family Services reforms, including additional funding to extend the reforms over 5 years • Quarantining of funding for and Alcohol and Drug reforms

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•

•

•

•

•

Quarantining of funding for new Child and Family Centres Quarantining of funding for new Learning and Information Centres (LINCs) Strengthening Community Organisations Fund - $250,000 Disability Services Industry Wages agreement $28 million over 4 years $1 million Emergency Relief funding

We conducted a postbudget briefing for members immediately following the release of the 2009/10 State Budget.

The Tasmanian Social Policy Council

The Tasmanian Social Policy Council (TSPC) has continued to play an invaluable role in directing and informing TasCOSS’ policy and advocacy throughout 20082009 and in particular assisting with the development of our Budget Priorities Statement.

Some key policy work of interest: Social Inclusion

With the creation of the Social Inclusion Unit and consultations in relation to a social inclusion strategy for

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Tasmania, TasCOSS held a members’ forum “Unpacking Social Inclusion” and partnered with the Social Inclusion Unit to conduct regional consultations with the community sector. We also made a submission in response to the Social Inclusion Unit’s discussion paper on a Social Inclusion Strategy for Tasmania.

Cost of living issues

Water and Sewerage Reform TasCOSS has taken a strong interest in these reforms focusing on pricing, concessions, delivery and regulatory issues. We met with the Treasurer in June 2009 to discuss these issues.

Electricity Prices TasCOSS made media statements in relation to the impact of electricity price rises and successfully advocated for an increase in the hardship allowance to Emergency Relief providers and for increased concessions for Aurora Pay as You Go customers.

Demographic Change

As a member of the Treasurer’s Demographic Change Advisory Council, TasCOSS contributed to the advisory council’s report Demographic Change in Tasmania:

Strategies for addressing challenges and opportunities.

Climate Change

In addition to our BPS recommendations and National Energy market work in relation to climate change issues, TasCOSS participated in a partnership with the Tasmanian Office of Climate Change, Sustainable Living Tasmania and Shelter Tasmania this year to run energy efficiency training sessions for community sector & Housing Tasmania staff in Hobart, Launceston & Burnie.

We also facilitated a working group on disadvantaged groups as part of the Premier’s Fuel Summit.

Freedom of Information Act Review

TasCOSS held a members forum in relation to the possible impact of changes to the Freedom of Information Act on community organisations in Tasmania and made a submission to the review. Key outcomes sought by the community sector were supported by the Review.

Mental Health

TasCOSS made a submission and presentation to the

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Legislative Council Select Committee on Mental Health.

the review of the Residential Tenancy Act.

Affordable Housing

Elder Abuse

TasCOSS opposed Housing Tasmania proposals to change the rent setting formula for public housing on the basis that it would result in a rise public housing rents. TasCOSS joined with Shelter Tasmania, Anglicare, the Tenants Union, the Salvation Army and Colony 47 to express concerns in relation to the initial KPMG review of Affordable Housing in Tasmania and has subsequently participated in a joint Housing Tasmania and KPMG community housing sector process to examine options for social housing in Tasmania.

Fringe Lending

TasCOSS joined with the No Interest Loans Scheme (NILS) to call for the introduction of a cap on interest rates, fees and charges for ‘pay-day’ and other fringe loans.

Rental Deposit Authority/Residential Tenancy Act

After a significant period of lobbying, this year saw the establishment of the Rental Deposit Authority in Tasmania and an announcement of

We have continued to work as part of the Tasmanian Elder Abuse Partnership (TEAP) with Advocacy Tasmania Inc., Aged and Community Services Tasmania and the Council on the Ageing to lobby State Government to develop and implement an elder abuse strategy for Tasmania.

TEAP held an elder abuse forum in late 2008 as part of Seniors Week with national elder abuse expert Associate Professor Gerry Naughtin to raise the profile of this issue.

Consumer Issues

With continued funding from the National Consumers Electricity Advocacy Panel, we remained involved with the national energy market reform process and other energy issues. This included ongoing participation in the National Consumers’ Roundtable on Energy and responses in relation to issues such as the Energy White Paper, the Carbon Pollution Reduction Scheme Green Paper and the Australian Energy Commission’s Review of Energy Market Frameworks in the Light of Climate Change.

We continue to have a representative on the Tasmanian Energy Regulator’s Customer Consultative Committee. State issues of interest have included the possibility of full retail competition in the supply of electricity in Tasmania.

TasCOSS continues to participate in the Consumer Advisory Committee established by the Minister for Justice and the State Office of Consumer Affairs and Fair Trading and the advisory committee for the Tasmanian Oral Health Service. TasCOSS is a member of the Consumers Federation of Australia, Choice and the Consumers Health Forum.

The Home and Community Care (HACC) Program Independence Project

This is a major state-wide project involving consultation with clients in a diversity of communities around Tasmania. The aims of the project are to investigate understandings of what independence means amongst HACC eligible clients, review the notion of independence as it is experienced by service providers in the field, explore

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the relationships between client understandings and experiences of independence and the current policy and practice direction of the HACC Program, and identify best practice models of service provision and support to the frail aged and disabled – including under-serviced groups – that might inform future HACC policy and service provision.

Six communities have been identified as sites appropriate for the project. These are Risdon Vale, Geeveston, Kingston/Kingston Beach, Devonport, Newnham, and Sheffield. So far thirty client interviews have been undertaken, ABS profiles using demographic data have been constructed and reviews of current HACC service provision data have been extracted and analysed and interviews with key informants are underway.

Australian Research Council Community Engagement for Productive Ageing

The Australian Research Council research team has involved regular monthly consultation between the University of Tasmania (School of Nursing and Midwifery, School of Geography and Environmental Studies,

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University Department of Rural Health) DHHS and TasCOSS. Input into the project through the review of processes, papers and procedures have been invaluable in contributing to the methodology, literature review and in the analysis of data.

A successful Think Tank was held in July at the University of Tasmania.

The Consumer Engagement Project

This is a new project which commenced in April 2009 to work with HACC services to foster best practice consumer engagement in the HACC sector. Early work on the project has focused on building relationships with HACC service providers and mapping best practice in this area.

Klaus Baur, who was recruited to the role, is also the TasCOSS representative on the DHHS Consumer and Community Engagement Strategy Reference Group.

Consumers Guide to Personal Care

Robin Wilkinson has commenced drafting a guide to make consumers more aware of how to respond to common issues associated with personal care services.

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The Tasmanian Social Policy Council 20 0 8 - 09 Tasmanian Social Policy Council

The Tasmanian Social Policy Council (TSPC) has been instrumental in informing TasCOSS policy development and advocacy positions over 2008/09. The TSPC ensures that the work of TasCOSS is grounded in the experience and knowledge of the community services sector and its clients. We thank all the members for their commitment to their role and for assisting TasCOSS in its advocacy on behalf of low income and disadvantages Tasmanians. A new council has been elected for the 2009-2011 term and we look forward to continue working with all ongoing and new members.

Current Members Board Members Alex Huntir Jo Flanagan Noel Mundy Michelle Swallow

Peaks Members

John Hooper Maxine Griffiths Theresa Moore Sheila Given Pattie Chugg David Clements

TasCOSS Members

Ken Abery Tracey Bullen Ankarah Grace Sarah Freeman Ken Hardaker Miriam Herzfeld Ann Hughes Gwyn Jones Ronda Macintyre Georgina McLagan David Owen Grant Roberts Deborah Smith Therese Taylor Sue Williams

St Michael’s (President) Anglicare (TasCOSS vice president) Mission Australia Mental Health Council Tasmania Tasmanian Association of Community Houses Volunteering Tasmania Youth Network of Tasmania Council of the Ageing Tasmania Shelter Tasmania Alcohol, Tobacco and other Drugs Council Foster Carers Association Tasmania Drug Education Network Hobart Women’s Health Centre Pregnancy Counselling and Support Advocacy Tasmania Individual member Individual member Tasmanian Mental Health Consumers Network Salvation Army Centacare Individual member Tasmanian Deaf Society Uniting Care Tasmania Colony 47 Family Planning Tasmania

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Policy Submissions 20 0 8 - 09 A New Tasmanian Community Grants Program: Discussion Paper, Department of Treasury & Finance, June 2009 Consultation Draft on the Tasmanian Alcohol Action Plan, Department of Health and Human Services, June 2009 Your Care, Your Say: Consumer and Community Engagement Consultation Paper, Department of Health and Human Services, May 2009 Review of DHHS Funded Peak Bodies, Department of Health and Human Services, May 2009 Integrated Finance and Performance and Quality and Safety Recommendations, DHHS, May 2009 AEMC Review of Energy Market Frameworks, Australian Energy Market Commission, February 2009 Review of the Freedom of Information Act 1991, Department of Justice, February 2009 Metro’s Submission to the Government Policy Oversight Commission’s 2009 Review of

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Metro’s Pricing Policies, GPOC, January 2009 A Social Inclusion Strategy for Tasmania: A Consultation Paper, Department of Premier and Cabinet, December 2008 OCS Quality and Safety Framework Proposal, Department of Health and Human Services, November 2008 Draft of the Children, Young Persons and their Families Amendment Bill 2008, Department of Health and Human Services, October 2008 Carbon Pollution Reduction Scheme Green Paper, Department of Climate Change, September 2008 National Energy Customer Framework, Department of Industry, Tourism and Resources, July 2008 Draft report of the Public Benefit Assessment for Electricity Retail Competition in Tasmania, Office of the Tasmanian Regulator, July 2008

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Indust r y Development Unit

Elida Meadows Development Officer

Dale Rahmanovic Development Officer

TimTabart Development Officer

Changes

It has been a year of change for the IDU. The services we deliver are significantly different, our contract with DHHS has been re-negotiated to give us a clearer and more focused work plan, and there have been changes in our staff.

In March 2009 Maree Fudge left her role as IDU Manager to take on some new challenges after developing the Unit from scratch nearly three years earlier. Her effervescent character and inspirational leadership has been missed by the IDU team, but she left behind an industry with a greater sense of unity and collective purpose than when she began. Rather than replacing Maree, her management role has been encompassed by our CEO, Tom Muller. The team welcomed Elida Meadows in May, after a change of her roles within TasCOSS saw her join us as the third Development Officer.

On the wider canvas, community service organisations across the state have been pre-occupied by the reform agendas of DHHS and the Federal government, while struggling to cope

(IDU)

with the uncertainties and increases in demand caused by the global financial turmoil.

The continuing pace of reforms, along with economic and social uncertainty, make the coming 12 months daunting, but we are excited about our contribution.

The new IDU work plan continues to balance support for individual organisations with facilitating and influencing industry-wide activity. The biggest, and most painful, change has been a reduction in time spent working one on one with individual organisations, and in particular, we are no longer able to provide intensive support for organisations tackling complex issues but will refer such issues on to other services. We now provide more support in group situations, such as Peer Learning Circles and Information Sessions. We are also providing industry policy feedback and advice both at a State and Federal level, and have worked to facilitate the implementation of priorities identified by the Community Services Industry Plan. A diagram of our services and the outcomes we work towards follows this report.

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The work of the Unit

Clearinghouse TasCOSS e-news goes out fortnightly to close to 300 organisations. We encourage members to contact us with any notices for inclusion under the broad headings of • conferences, seminars, forums, workshops; • general notices; • training; • funding opportunities; and • governance and management: info and resources.

The TasCOSS website includes an Industry Development section which features information on the Community Services Industry Plan; industry relevant information, resources and links; where to source advice and support; and a growing Consultants & Trainers Register.

Helpdesk:

The IDU Team continues to be available to funded community service organisations and TasCOSS members. Examples of some of the support provided recently by Helpdesk includes information on HR, general policies and procedures, governance and the recruitment of staff and volunteers.

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Peer Learning Circles Pilot Program:

Communication, collaboration and learning are key themes running through the work of the IDU and are central to the Peer Learning Circles Pilot Program. About twenty senior managers of community service organisations in the North (two groups) and NW (one group) of the state, and seven industry development workers in the South have embarked on this novel process to enhance their skills, knowledge and effectiveness.

Previously the IDU had been working to build links and knowledge sharing between community services at a local level, but the experience of traditional networking activities is that they often lose steam after an initial burst of interest. We were looking for a peer learning process that had a bit more structure and provided every participant with real, tangible value from precious time spent in meetings. After some research, we discovered a flexible, low-cost process that has achieved powerful results elsewhere. Developed

by Carter and Teri McNamara in the US, it has been used extensively in not-for-profit and for-profit organisations around the world for over 15 years (for more information go to www.authenticityconsulting.com ).

The Pilot has created a lot of interest and there are now four Peer Learning Circles across the State. Each has six to seven members.

The southern group commenced in December 2008, two circles in the Launceston area began in April, and a North West group began in July. The IDU plans to initiate a southern managers circle early in 2010. Two managers circles are facilitated by Tim Tabart; one is facilitated free of charge by consultant Michelle Strickland; and the fourth is self-facilitated.

The circles combine peer learning, mentoring and coaching in an action learning framework, making a process designed to support and encourage participants to implement change and improve communication and collaboration between or within organisations.

The groups will meet for six months, with regular evaluations of their outcomes and processes. After six months, each group will decide whether or not to continue, with either the same or new members.

If the Pilot is a success the IDU hopes to facilitate new groups and broker some training for facilitators to spread the process further.

TasCOSS Annual Repor t 20 09

Initial results – do Circles make a difference?

Most participants are reporting high levels of satisfaction after each session, and results from formal evaluation surveys (not all completed at time of writing) are showing good outcomes from participating – including improved work results and productivity; and learning from the varied perspectives and resources of group members – and general satisfaction with the processes and facilitation of the circles. The major concerns raised relate to the difficulty of finding time for a monthly session of 3 to 3.5 hours.

Some comments from participants given in 3 and 6 month evaluations:

• The learning circle has encouraged me to better contextualise challenges, ideas, problems. Once an issue is presented to the circle, the questioning from other participants makes me rethink what I am presenting. This has been a benefit to other work.

• I find the sessions very useful. The support and advice from the others is relevant and useful. There have been two examples where I have adopted suggestions into my work or projects that I’m working on and both have proven to be of real benefit.

• I learn at least as much from other members presentations as my own.

• The encouragement that everyone’s objective analysis provides has twice affirmed that I was on the right track and then that affirmation enabled me to just get that work done!

• After the session I am more motivated. I also usually come away with a better plan than when I went in. Because I have a time frame to consider (my next session) it does encourage me to work through my goals.

• Time to reflect on one’s work situation from a distance, and increased understanding of the commonality of many issues and challenges facing managers and leaders.

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TasCOSS Annual Repor t 20 09

Information Forums:

Providing relevant and accessible training and professional development opportunities, is one of the priorities that the Industry Development Unit (IDU) is working towards.

The Information Forums which include the Toolkit for Managers Series are designed to focus on management skills that will assist organisations to position themselves for the future and to manage the challenges that lay ahead.

Due to the strong relationships we have developed with external trainers, facilitators and organisations, the IDU has been able to provide a number of successful forums at low or no cost to the sector. We are grateful for their support and in turn the support they have provided to the Tasmanian community services sector.

The forums like the Peer Learning Circles have been an example of how partnerships and collaboration between parties who share common values and goals, can successfully provide support and services to each other and the broader community.

Some recent examples of Information Forums are the “Community Grants” forum held in Launceston and Hobart in partnership with the Myer Foundation that provided information on accessing philanthropic grant opportunities; the “Develop your Workforce” which featured the SevenScope Tool developed by the Community Services & Health Industry Skills Council and designed to address current and future Workforce Development and Planning issues; and “Workplace Supervision” facilitated by Tim Childs Consulting.

The feedback from these forums has been very positive and we are planning to host them again in the near future.

There are other workshops in the pipeline which include “Community Services Industrial Relations Changes” facilitated by Jobs Australia, and we encourage members to contact TasCOSS with any suggestions for future workshops that they may have. It is envisaged that future information sessions will be developed based on feedback gathered continually from community services on their needs.

Some of the comments that we have received from the forums:

• Great opportunity to talk with presenters and other participants.

• Thank you for offering this very informative and positive information forum.

• Usually judge these events dubiously, but this was brilliant with outstanding well prepared speakers.

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TasCOSS Annual Repor t 20 09

Facilitating the Community Services Industry Plan Implementation Committee (IPIC): TasCOSS is continuing to provide significant support to the Industry Plan project by facilitating the IPIC. The committee consists of the following members: Theresa Moore from YNOT (Chair) Janis McKenna from Carers Tasmania Therese Taylor from Colony 47 Anne Penney from Community Connections Inc. Noel Mundy from Mission Australia Tom Muller from TasCOSS Amanda Quealy from The Hobart Clinic Des Graham from DHHS The second meeting of the IPIC was held on the 15 July 2009 and the Committee considered an audit against the Industry Plan priorities and a Power Point presentation demonstrating

how organisations can use the Industry Plan. This presentation is available for organisations who want to know how they can incorporate the Plan into their their strategic plans, in setting their visions and values and in other ways. Contact Elida Meadows – elida@tascoss. orga.u – for more information.

If you would like a hard copy of the Industry Plan please contact TasCOSS at admin@ tascoss.org.au or your Community Services Peak Body.

Industry policy advice and projects:

TasCOSS continues to undertake consultations and research with members on sector viability and sustainability, the DHHS reform agenda and national reform processes. Reports and submissions the IDU team have completed and are currently working on are:

Title Solid Foundations, Challenging Futures - Industry Profile 2008 Reporting, compliance and government paperwork Peaks Network Response: Integrated Finance and Performance and Quality and Safety Recommendations Peaks Review response Industry Plan objectives audit How to use the Industry Plan - PowerPoint Review of Tas Community Fund and Gambling Support Levy Workforce Development Literature review Award Modernisation Process – Joint National COSS submission to the Industrial Relations Commission DHHS risk assessment tool Productivity Inquiry on Not-For-Profit sector – Joint National COSS submission Outcomes contracting, performance and evaluation – Literature review and consultation report

Status

Completed Completed Completed Completed Completed Completed Completed Completed Completed In Progress In Progress In Progress

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TasCOSS Annual Repor t 20 09

The IDU is also working on two specific projects: 1. Workforce development project: Focusing on the role of organisational culture in the retention of staff, this project will include: 1. A literature review situating the issue contextually.

2. Consultation with the Community Services Sector Peak bodies to ascertain work done within their sectors on workforce development and also what they would like to see done. This information will be collated into the project report.

3. Consultation with both frontline managers and workers from a broad area of community sector services to gain information on what the different levels of staffing perceive as the key problems in workforce development and, in particular, shed some light on how organisational culture impacts on staff retention.

4. A project report which will provide an overview of workforce development issues in the Tasmanian Community Services Sector, outline key findings of the research and provide recommendations for aligning organisational culture with the recruitment and retention needs within the sector.

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5. A Tasmanian Community Sector Workforce Development Toolkit which will provide a ready-reference guide to the broad range of workforce development issues including recruitment and retention.

2. Outcomes contracts, performance and evaluation project: This project aims to develop a better understanding of the implications of DHHS’ new outcomes based contracting and performance monitoring approach. It will look at: 1. Literature on outcomes based contracting and reporting for community service organisations.

2. Interstate experience with outcomes based contracts for community services.

3. The approach of local organisations to outcomes based reporting in relation to their own performance improvement processes.

4. Practical steps organisations can take to monitor and improve their own performance, and produce data for reports to funding bodies as a by-product.

5. Recommendations for improving the alignment of DHHS requirements with the needs of community service organisations.

TasCOSS Annual Repor t 20 09

IDU

Outcomes and Activities

Long-term outcomes

20 09-10

Effective service delivery system built around clients Resilient, engaged, self dependant individuals and communities

TasCOSS Industry Development Unit contracted outcomes and activities 2009-2010

Efficient, effective, people focused CSOs

CSOs have better access to management and organisational development tools and resources

Helpdesk

CSOs share information, expertise and practical resources

Information Sessions

Development of support and resources

Stronger more collaborative relationships between: - different CSOs - CSOs and Tas Government - CSOs and Aust Government

Clearing house - Enews - Website

Learning Circles

Needs analysis

Future Forums

Commitment to tackling long-term reform, viability and sustainability issues

Implementation of Industry Plan prioritits

A cohersive industry planning and acting collectively to develop its capacity as an industry and that of the organisations it encompasses

Policy advice - viability - sustainability - DHHS Reforms

Consultation with members, industry and government

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TasCOSS Annual Repor t 20 09

Statement of Income & Expenditure for the year ended 30th June 2009 2007/2008

Notes

2008/2009

INCOME 122,000

Net Movement in Unexpended Grant

678,811

Grants Received

677,979

56,459

Management Fees

91,768

26,927

Membership Subscriptions

34,708

12,214

Sponsorships

24,536

31,553

Miscellaneous Income

101,734

-

Tax Credit

-

-

Gain/loss on disposal of assets

-

927,964 919

TOTAL INCOME

937,369

EXPENSES

2,970

Advertising & Publication Expenses

1,800

6,644

Affiliations

1,932

4,667

Board Development

5,745

5,776

Board/AGM Expenses

3,830

20,318

Catering & Meals

2,069

12,374

Conferences/Seminars/Functions

33,636

Cover for leave Expense

12,362

Depreciation

27,32

114,120

M. Vehicle Costs

6,868

622,737

Overheads

140,012

70,248

Salaries

537,822

30,246

Salary on costs

57,759

2,912

Speaker/Consultants Fees

40,755

9,112

Sponsorships & Donations

907

19,027 (18,065)

4,601

Staff Development

2,959

Subscriptions

1,501

Venue Hire

26,660

Loss On Disposal of Asset

14,903

956,601

11,755 4,417

TOTAL EXPENSES

885,521

OPERATING SURPLUS/DEFICIT

51,848)

72,212

OPENING RETAINED EARNINGS

$43,574

43,574

CLOSING RETAINED EARNINGS

$95,422

(28,638)

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6,644

TasCOSS Annual Repor t 20 09

Statement of Financial Position as at 30 June 2009

2007/2008

2008/2009

ACCUMULATED FUNDS

43,573 Retained Earnings

43,573 ACCUMULATED FUNDS

represented by:

Notes

95,422

95,422

ASSETS

Current Assets

48,823 Cash at Bank 17,402

- Term Deposits 100,000

2,679 Accounts/Grants Receivable 34,613

4,278 Prepaid Expenses 0

6,621 Tax Credit

2 6,621

172 Cash on Hand 172

62,573 TOTAL CURRENT ASSETS

158,808

Non-current Assets

151,506 Furniture & Equipment

(95,999) Less Accumulated Depreciation

55,508 Total Furniture & Equipment

95,585 Motor Vehicles

(25,672) Less Accumulated Depreciation

69,913

10,582 Leasehold Improvements

(1,323) Less Accumulated Depreciation

9,259

134,680 Total Fixed Assets

197,253 TOTAL ASSETS

LIABILITIES

33,453

Annual Leave Provision

-

LSL Provision

18,072

Cover for Leave Provision

2,988

Accounts Payable

160,265 (109,991) 50,274 59,168 (24,723) 34,445 10,582 (3,086) 7,496 92,215 251,023

21,839 11,621 (261)

49,687

Loan- Esanda Finance

17,760

17,630

Income in Advance

56,636

6,644

Unspent Funds Carried Forward

18,702

9,362

PAYG Tax Payable

165

15,679

Net GST Tax Liability

153,680

TOTAL LIABILITIES

3

8,715

Staff Expenses

3,855 16,734

155,601

43,573 Net Assets

95,422

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TasCOSS Annual Repor t 20 08

Notes to and Forming Part of the Financial Statements Note 1 Statement of Accounting Policies These financial statements are a special purpose financial report prepared for use by directors and the members of the Association. The directors have determined that the Association is not a reporting entity.

The financial statements have been prepared in accordance with the requirements of the following Australian Accounting Standards and other mandatory professional reporting requirements: AAS 5 - Materiality AAS 6 - Accounting Policies AAS 8 - Events Occurring after Reporting Date No other applicable Accounting Standards or mandatory professional reporting requirements have been applied.

The financial statements have been prepared on an accruals basis. They are based on historic costs and do not take into account changing money values or current valuations of non-current assets.

The following specific accounting policies, which are consistent with the previous period unless otherwise stated, have been adopted in the preparation of these financial statements:

Income Tax The Association has been assessed by the Australian Taxation Office (March 2000) as an Income Tax Exempt Charity (ITEC) under Section 50-5 of the Income Tax Assessment Act 1997.

Property, Plant & Equipment Property, plant and equipment are included at cost. All assets, are depreciated on a prime cost method over their useful lives.

Note 2 Tax Credit This refers to a credit advised by the Australian Taxation Office during the 200506 financial year which relates to payments received in the years 2000 and 2001. This amount has been noted in these accounts whilst investigation by TasCOSS management of this credit is undertaken

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TasCOSS Annual Repor t 20 08

Note 3 Unspent Funds Carried Forward

This refers to funds given as grants or contracts for ongoing projects unspent at year end.

TasCOSS is the auspicing body and has contracts in accordance with agreed guidelines.

2007/2008 3,355 417 2,873

2008/2009

HACC Consumer Consultation Projec Independent Women’s Org. of Tasmania

-

CONF- (Fairer Futures Conference)

-

National Elec Panel IWOT HACC08 - Home and Community Care 6,645

-

8,285 417 10,000 18,702

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TasCOSS Annual Repor t 20 08

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TasCOSS Annual Repor t 20 09

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TasCOSS Annual Repor t 20 09

TasCOSS wishes to thank the generous support and assistance from our Corporate Sponsors and Partners over the past 12 months.

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