annual report 2014 - queensland alliance for mental health...

1QUEENSLAND ALLIANCE FOR MENTAL HEALTH ANNUAL REPORT 2014

Queensland Alliance for Mental Health

The peak body for the Queensland community mental health sector

Annual Report 2014

32 QUEENSLAND ALLIANCE FOR MENTAL HEALTH ANNUAL REPORT 2014

QAMH’s mission is to promote, strengthen and develop the value and professionalism of the community mental health sector, so our members can provide community-based, recovery-orientated responses for people who experience mental health issues.


President’s Report 6

CEO’s Report 8

Meet Our State Council 10

Membership Manager’s Report 14

Strategic Priorities 16

Program Reports 18

Day-to-Day Living 18

Consumer Participation 20

Initiatives for the Future 22

Financial Report 24

Statement of Comprehensive Income 25

Statement of Financial Position 26

Statement of Changes in Equity 27

Statement of Cash Flows 27

Notes to the Financial Statements 28

Statement by Member Of The Committee 28

Independent Audit Report 29

Contents


President ’s Repor t —Gill Townsend

I begin this year’s report by acknowledging what a challenging and uncertain year it has been for both QAMH and its member organisations. Members have been understandably concerned that the valuable work they do faces an uncertain future due, to a large extent, to the recent changes in the way the Queensland State Government funds community mental health sector organisations.

These changes culminated in the first round of the

Request for Offer (RFO) tender process. Through

QAMH’s leadership, the importance of continuity

of care for consumers remained paramount in

discussions with Government on the RFO. Our

relationship with Government has been crucial in this

new funding environment. I would especially like to thank

Queensland Health Minister, the Honourable Lawrence

Springborg MP, for his willingness to understand the role

of the community mental health sector and QAMH. I also

acknowledge the contributions of Queensland Mental

Health Commissioner Dr Lesley van Schoubroeck. From

our discussions it is clear that all parties share a common

goal of creating a healthier and more resilient community.

As a priority, QAMH focussed this year on improving

a range of services to members. This included a

series of member forums on the RFO process and

NDIS rollout. QAMH also explored beyond the local

mental health sector for new ideas and directions,

attending international conferences and presenting

papers in order to improve practice, inform policy and

contribute to building an evidence base. Information

and innovation: these are the driving forces of QAMH’s

strategy to help build our members’ capacity.

I have many people to thank this year. Firstly I would like

to acknowledge everyone on the QAMH State Council. It

was a very collaborative council in 2014, playing on the

different strengths that each Council member brought to

the position. A powerful mix of different talents was also

on display in the form of QAMH’s hardworking team and

I thank them for their efforts. Finally, I would to thank our

members, both long-standing and new. QAMH is driven

by their vibrancy and their passion for the work they do.

I am excited by QAMH’s continuing role in assisting

members to further improve mental health service

delivery to Queenslanders. I believe our future success

is about being creative and open with our thinking

in a new funding environment, so that members can

continue to provide services that make a difference to

people in our communities living with a mental illness.

“I believe our future success is about being creative and open with our thinking in a new funding environment, so that members can continue to provide services that make a dif ference to people in our communities living with a mental i l lness.”


It has been a year of unprecedented challenges for QAMH and its members, a year that has called for courage and strong vision from the sector. We have seen a clear capacity among our members to collaborate and co-operate and—most importantly of all—continue to put consumers’ mental health first. Through it all, QAMH has placed the highest possible value on its ability to provide independent advice and services. This capacity to act independently has driven our decisions not to compete with members and is the cornerstone of our relationship with government and other key stakeholders. We will continue to position QAMH as an influential and independent voice for reform.

The flexibility and predictability of funds were two of the

key negotiating points for QAMH, Queensland Health and

other stakeholders in discussions around the new Request

for Offer (RFO) tender process this year. The outcomes

from these discussions included an extension of contract

periods from two to three years, and flexibility that has

allowed members to manage their organisation’s response

to the future. There is now an improved capacity to

innovate, and more opportunities to build partnerships in a

considered manner and manage risk by both members and

government. Organisations that were unsuccessful in the

RFO process this year were still funded for three or more

months to enable a transition to a different way of working.

This year QAMH also assisted the implementation of a

number of federal programs including Partner’s in Recovery

(PiR) and the National Disability Insurance Scheme

(NDIS). QAMH is a consortium member of four of the PiR

organisations in Queensland and contributed to initial

design concepts and system change issues. Meanwhile,

our NDIS role has been on two levels: firstly as a mental

health representative on the NDIS Queensland Planning

and Implementation Group, and secondly at the national

level in a number of project advisory groups providing

strategic advice to Mental Health Australia (MHA).

The establishment of the Community Services Industry

Alliance (CSIA) was another important initiative this

year. The CSIA was created to recognise the significant

contribution that the community services industry makes

to the community and the economy in Queensland.

Along with each peak body it will provide a high level

strategic voice to government and other key stakeholders

in critical areas of sustainability, productivity and

connectivity. Recognising the importance of such an

industry group, QAMH participated as a member of the

CSIA steering committee and now serves as a member

of the advisory group to the CSIA Board and CEO.

I would like to thank the QAMH State Council for

their support this year, in particular our President Gill

Townsend, Vice-President Kris Sargeant and Treasurer

Bob Steele. I would also like to thank all the QAMH staff

for their commitment and vision: Amara Bains, Melody

Edwardson, Danielle Flanagan and Julia Riordan.

In the coming year QAMH will continue to create value for

members by providing independent strategic advice on

change management initiatives and innovative practice.

Members can look to us for sector representation at state

and national level, and for relevant and timely information

about the implementation of the NDIS. We will also

continue to identify further opportunities to be involved in

and influence the implementation of government reform

initiatives. A balance of compassion, professionalism,

good governance and high quality service is what

will continue to build the social capital and trust that

QAMH has with its members and other stakeholders.

CEO’s Repor t —Richard Nelson

“This year we have seen a clear capacity among our members to collaborate and co-operate and—most impor tantly of all—continue to put consumers’ mental health f irst.”


Meet Our State Council Gill Townsend—President

Gill has worked in social work and social justice for 34 years. She started

her career as a residential social worker in Brixton, South London where she

worked with homeless youth and young people with intellectual disabilities

in both the government and non-government sectors. Gill then relocated to

Cairns where she worked as the coordinator of a women’s refuge and as

a disability advocate for both the Human Rights Commission and the Anti-

Discrimination Commission of Queensland. Currently working at the Centacare

Mental Health Resource Service, where she has been since 2005, Gill is

passionate about building a better community through each individual life that

is well lived, and delivering on Centacare’s vision for a healthy and connected

community. Respect, integrity and freedom drive Gill’s work efforts.

Kris Sargeant—Vice President

Kris has 25 years’ experience in the community mental health and not-for-

profit sectors. She has held leadership positions in community, mental health

and disability organisations in New South Wales and Queensland, and holds

a Masters in both Business Administration and Arts, as well as a Bachelor of

Science in Psychology. Beginning her career working in youth mental health,

Kris remains passionate about the promotion of mental health and wellbeing

and the provision of evidence-based services to support people in their

recovery journey and help them live independently. Kris was a board member

for the Mental Health Coordinating Council from 2006-2009. She is currently

the CEO of Open Minds, a community-based health and wellbeing service.

Bob Steele—Treasurer

Bob has been involved with the community-based, non-clinical mental health

sector for over 14 years. He is currently Vice President of the Board of the

Mental Illness Fellowship of Queensland Inc. and has served on the boards of

other non-clinical organisations in a variety of roles including President, Vice

President, Treasurer and General Board Member. Bob has an understanding

of, and strong commitment to, community mental health services and has

experience in governance, financial management and strategic planning.


Neil Barringham—Council Member

Neil is a community worker who has worked with consumers in his home and

local neighbourhood to facilitate inclusion and community support. He is also

an inclusion worker with the Brisbane-based ‘A Place to Belong’ program

through Anglicare Southern Queensland. Neil enjoys interacting with passionate

people in the mental health and disability fields about better ways to build

community-based support and participation opportunities for those in need.

Neil has postgraduate qualifications in social work and in his spare time enjoys

his rainforest backyard and running his neighbourhood chook cooperative.

Kerry Staines—Council Member

Kerry has been employed in the community sector for the past 20 years, working

with groups from youth through to the elderly. She is currently the manager of

a service on the Sunshine Coast that provides accommodation and support to

individuals living with a mental illness. Kerry has strong working relationships

with other service providers, both government and non-government, and is

passionate about communities having the capacity and resources to support

healthy lifestyles, recovery and wellness for individuals living with a mental illness.

Part of Kerry’s heritage is Aboriginal descent and she has a keen interest in the

wellbeing of Aboriginal, Torres Strait and South Sea Islander communities.

Jeremy Audas—Council Member

Jeremy is the CEO of Mental Illness Fellowship of North Queensland. He has

many years of experience in governance within the not-for-profit sector as a

management committee member. His skills include managing compliance

against legislative requirements, board capacity building, provision of advice

and information to management committees, and the development of networks

and communities of practice. He has a sound understanding of issues

related to regional and remote service delivery and has been instrumental

in developing regional networks, linkages and partnerships. His approach

to problems and issues is consultative, collaborative and is underpinned

by his values—inclusivity, accountability, neutrality and openness.

Sharon Sarah—Council Member

Sharon is a registered psychologist with a Masters in Mental Health

Practice and has worked in the community sector for over 20 years,

including 16 in the mental health and drug and alcohol sectors. She is a

current fellow of the Australian Institute of Management and is Chair of the

Wide Bay Australian Psychological Society. Sharon is passionate about

improving the lives of people with mental illness, addressing stigma and

delivering evidence-based professional services to the community.

Jackie Richards—Council Member

Jackie Richards is a highly attuned and successful business leader and

coach in the not-for-profit sector, committed to achieving and exceeding

organisational benchmarks. She is a member of numerous boards to which

she contributes a solid working knowledge of constitutional law, governance

requirements and industry regulations. Jackie has a Graduate Certificate

in Housing Management and Policy Development and qualifications in

quality auditing and project management. In 2010, Jackie was the proud

recipient of the Australian Housing Institute Inspirational Colleague Award.

Craig Stanley-Jones—Council Member

Craig has worked in various government and community roles within the mental

health sector over the past 18 years, including both public and private clinical

settings. He has led and assisted in the development and implementation of

a range of community-managed mental health programs across Queensland,

including projects focusing on consumer participation and leadership. Over the

past four years, Craig has worked in senior management roles in the community-

managed mental health sector. As the current Regional Manager Queensland for

Aftercare, Craig draws on his strong history of establishing effective collaboration

and partnerships on a range of community-based programs and projects.


Following the significant changes and disruptions to the sector last year, support to our members has never been more important. Together with our CEO, Richard Nelson, we recently completed a regional tour of Queensland, meeting face to face with members in key centres including Cairns, Rockhampton and Townsville. We wanted to hear about the issues confronting members as well as their expectations of their peak body. We learned much from these meetings, including uncovering a need among members for more regular communications on the activities of QAMH.

We responded with the launch of weekly member

e-updates from our CEO and the building of a more

interactive website where we will host online communities

of practice and discussion boards enabling regular and

real-time feedback to QAMH from its members. We

also devised and hosted a series of member forums

in North Queensland: one on the rollout of the NDIS

scheme in Queensland and another on contestability

in the context of the Queensland State Government’s

new Request For Offer (RFO) tendering process.

QAMH was able to offer several other events during the

year which allowed members to network and build on

their skills. These events featured international guest

speakers in the mental health field. From the UK we

hosted speaker Peter Bullimore of the Paranoia Network

and Hearing Voices Network—two peer-led organisations

with a global profile—and from the United States we

heard Stephen Morgan from Intentional Peer Support.

Peer support generates considerable interest in the mental

health sector and QAMH will continue to share the latest

consumer participation and peer support information.

The last half of this year has been devoted to identifying

value-added services for our members. In 2015 we expect

to be offering one-on-one bespoke sessions based on

individual member organisation’s needs, as well as a

calendar of regular professional development events.

Membership Manager’s Repor t —Danielle Flanagan

“This year we wanted to hear about the issues confronting members as well as their expectations of their peak body.”


QAMH’s guiding strategy is to design an enabling environment for our members through innovation and information. We believe creating such an environment is the best way to empower our member organisations to support community mental health and well-being.

This year saw our members in need of information

perhaps more than at any other time in the 15-year

history of QAMH. Competitive tendering for government

funding via the Request For Offer (RFO) caused some

concern among members. QAMH’s understanding

of the contestability process allowed us to frame an

innovative response that led to the re-writing of the

actual tenders. Members now have longer contracts,

opportunities to demonstrate their own innovation, and

more flexibility in cases where tenders are unsuccessful.

Another strategic initiative for members this year was a

series of information forums. Members gained a better

understanding of what was required from the RFO process

and received more details about the rollout of the NDIS

in Queensland. QAMH also gathered useful feedback

from members following a tour of the regions. Members

told us they wanted more information and wanted it

more regularly. We now have monthly e-updates for

members and are building a better website that will include

discussion boards and online communities of practice.

In addition to member services, another of QAMH’s

strategic priorities is promoting the value of the sector.

Community mental health is not an island; the more it is

accepted and integrated into the continuum of overall health

service delivery, the more members can fulfil their potential

to help Queenslanders live well with a mental illness.

To this end, QAMH has been creating sector-wide

opportunities for partnership development between

members. From partnerships come strength, allowing

members to deliver tangible outcomes and thus better

represent mental health in the broader healthcare sector.

Examples in the past year include the partnership

forums held for members in preparation for the RFO

process. QAMH also established the Community Mental

Health Sector Reform Reference Group to assist in the

building of a benchmark and outcomes framework.

In the coming year, member services and sector

promotion will remain the key areas of focus for

QAMH’s strategy – information and innovation that

empowers members to deliver mental health services

that are effective, efficient and consumer-focussed.

Strategic Prior it ies“Innovation and information…the best way to empower our member organisations to suppor t community mental health and well-being.“


Day to Day Living

This year was the fourth year that QAMH has delivered

the Day-to-Day Living (D2DL) capacity building project

on behalf of Community Mental Health Australia (CMHA).

Our evaluations over these years indicate that community

mental health organisations have established new

links and strengthened existing ones as a result of the

program. These linkages and partnerships aim to improve

outcomes for people experiencing mental health issues.

While the objectives of the project continued as per

previous years, the key activities during 2013-2014 were:

• Webinars—A series of three web-based skills

development webinars were produced including

“Externalising Conversations”. The latter taught

basic skills that enable group facilitators to

externalise a problem rather than discussing it as

something intrinsic to the person. The webinar

laid the groundwork for a customised D2DL

practitioner manual and was the basis of a well-

received workshop at the 3rd National Forum.

• Groupsite web-based platform—Groupsite

allows for blogs, discussion forums and sharing

of resources. The project team uploads service

programs and newsletters regularly. Usage has

remained stable with users registered from 100%

of D2DL services across Australia.

• 3rd National Forum—This was held on 14-15

May 2014 at the Melbourne Cricket Ground.

More than 100 people participated, representing

61 D2DL sites across all states and territories as

well as two state peak bodies. Feedback was

positive, with the majority of participants agreeing

they made valuable new connections (85%) and

generated ideas for service provision (also 85%).

• Consumer participation resources—We

published two booklets by consumer leader and

former New Zealand Mental Health Commissioner

Mary O’Hagan on the topics of housing and

drug and alcohol use. The booklets are available

for service providers to download and to use in

groups or hand out to consumers.

• Service visits—In this activity, D2DL workers

are subsidised to visit other D2DL services to

see how other programs are run and what might

be implemented when the participants return to

their own. Fourteen services participated this year

across the country.

• Rural and Remote Services Support—By

establishing a mentoring role between D2DL

services and rural services, strong collaborative

links have been formed, emphasising a powerful

lesson on the unique power of networking.

Program Repor ts

“This capacity building project aimed to improve outcomes for people with mental i l lness by focusing on increased collaboration and connection among community mental health organisations.”


Consumer Participation

A consumer participation initiative this year saw QAMH

convene a focus group of sector representatives and

an academic from Central Queensland University

with lived experience. The goal of the focus group

was to determine which three critical components of

consumer participation to measure in our sector.

The group chose the following measures:

1. Consumer feedback for service improvement.

2. Consumer roles in formal decision

making of the organisation.

3. Commitment to the peer workforce.

Once the domains were established, QAMH contracted

a person with a lived experience to survey our member

organisations on these three key indicators. This followed

an earlier comprehensive review of the state of the

NGO mental health sector and consumer participation

in Queensland, which was published this year in the

peer-reviewed journal The Australian Health Review.

The information gained from both our new survey and the

earlier review will be used to inform ongoing activities in

consumer participation, such as the Griffith University peer

support research program which commences in 2015.

In addition to this program work, during the last year QAMH

provided free co-location assistance to the consumers and

carers peak body Queensland Voice to ensure it continued

its work supporting consumer and carer participation.

Program Reports (cont’d)

“Consumer par ticipation —the par ticipation by consumers and carers in the planning, delivery, implementation and evaluation of activit ies associated with mental health services.”


QAMH’s ongoing commitment to community development

is a key part of our strategy to help members integrate

community mental health services into the wider

health continuum. We aim to raise the importance of

health promotion, prevention and early intervention

which will ultimately reduce the burden on businesses,

governments, our communities and hospital systems.

Last year we reported on the success of Resilient Places,

our disaster recovery program that focussed on facilitating

communities to the direct their own mental health recovery

during the recent Queensland floods and cyclones.

This year QAMH received recognition for this innovative

program when it was named Queensland Winner and

National Finalist in the 2013 Resilient Australia Awards.

The value of Resilient Places was also demonstrated in two

papers presented this year at the International Conference

on Building Resilience in Sri Lanka. QAMH’s Director

of Strategy & Partnerships Amara Bains authored and

presented the paper ‘Community-based organisations:

developing better organisational resilience’, and also

co-authored a second paper ‘Creating resilient places:

mobilising community resources through participatory

mental health promotion.’ In the future QAMH will attempt

to leverage the proven success of Resilient Places into

other activities whenever the opportunity arises.

Resilient Places is but one example of an initiative that

utilises community development techniques. Over

the next year we will be engaging in more projects

that will build on the evidence to support early

intervention and provide substance to our commitment

to integrate our sector with the health system.

Init iatives For The Future“QAMH’s ongoing commitment to community development is a key par t of our strategy to help members integrate community mental health services into the wider health continuum.”“


Concise Financial Repor t 2014

Statement of Comprehensive Income 25

Statement of Financial Position 26

Statement of Changes in Equity 27

Statement of Cash Flows 27

Notes to the Financial Statements 28

Statement by Members of the Committee 28

Independent Audit Report 29

2014 2013

$ $

INCOME

Events and operating 62,478 607

Grants received 1,137,272 2,795,549

Interest received 16,639 34,477

Profit on disposal of assets - 3,803

Membership fees 17,886 107,896

Sundry income 19,271 19,656

Total Income 1,253,546 2,961,988

EXPENDITURE

Advertising and promotion 53,169 81,913

Computer, telephone and internet 53,162 51,616

Consultants 52,406 289,850

Depreciation 11,166 25,732

Employee entitlements 600,739 1,290,302

Insurance 3,947 8,400

Loss on disposal of assets 22,761 -

Meeting expenses 14,338 61,416

Membership fees paid 13,690 14,564

Minor assets purchased 7,048 15,753

Motor vehicle costs - 17,750

Planning and capacity building 203,541 504,791

Printing, postage and stationery 24,513 16,761

Rent 74,529 148,685

Sundry expense 18,404 32,335

Training and development 2,513 29,109

Travel and accommodation 49,068 78,628

Volunteer costs - 10,818

Total Expenditure 1,204,994 2,678,423

Surplus / (Deficit) before income tax expense 48,552 283,565

Income tax expense - -

Surplus / (Deficit) after income tax expense for the year attributable to the members 48,552 283,565

Other comprehensive income for the year, net of tax - -

Total comprehensive income for the year attributable to the members 48,552 283,565

Statement of Comprehensive Incomefor the Year Ended 30 June 2014


2014 2013

$ $

CURRENT ASSETS

Events and operating 62,478 607

Cash on hand 105 300

Cash at bank 143,577 184,050

Cash on deposit 704,791 563,977

Stock on hand - 1,407

Prepared expenses 12,549 43,130

Accounts receivables 1,405 1,685

Other receivables 10,040 6,962

Total Current Assets 872,467 801,511

NON CURRENT ASSETS

Plant and equipment 35,631 57,391

Total Non Current Assets 35,631 57,391

Total Assets 908,098 858,902

CURRENT LIABILITIES

Accounts payables 48,577 59,976

Other payables 37,358 80,796

GST payable 7,492 7,829

PAYG withholding payable 11,504 7,294

Unexpended grants - 17,007

Provision for employee entitlements 140,105 75,679

Total Current Liabilities 245,036 248,581

NON CURRENT LIABILITIES

Provision for employee entitlements 8,806 4,617

Total Non Current Liabilities 8,806 4,617

Total Liabilities 253,842 253,198

Net Assets 654,256 605,704

EQUITY

Accumulated Surplus 654,256 605,704

Total Equity 654,256 605,704

Statement Of Financial PositionAs At 30 June 2014

Accumulated Surplus Total

$ $

Opening balance 1 July 2012 322,139 322,139

Plus surplus/(Deficit) 283,565 283,565


Closing balance 30th June 2013 605,704 605,704

Opening balance 1 July 2013 605,704 605,704

Plus surplus/(Deficit) 48,552 48,552


Closing balance 30th June 2014 654,256 654,256

Statement Of Changes In EquityFor The Year Ended 30 June 2014

Statement Of Cash FlowsFor The Year Ended 30 June 2014

2014 2013

$ $

CASH FLOWS FROM OPERATING ACTIVITIES

Receipts from customers 1,338,866 2,052,676Payments to suppliers and employees (1,265,953) (2,988,423)

Interest received 16,639 34,477

Net Cash Provided by Operating Activities 89,552 (901,270)

CASH FLOWS FROM INVESTING ACTIVITIES

Proceeds from sale of assets 24,171 6,197

Payment for assets (13,577) (20,520)

Net Cash Used In Investing Activities 10,594 (14,323)

CASH FLOWS FROM FINANCING ACTIVITIESNet Cash Used in Financing Activities - -

Net Increase in cash held 100,146 (915,593)

Cash at the beginning of the year 748,327 1,663,920

Cash at the end of the year 848,473 748,327


Notes to the Financial Statements

Note 1: Basis of Preparation of the Concise Financial Report

The concise financial report is an extract from the full financial report for the year ended 30 June 2014.

The concise financial report has been prepared in accordance with Accounting Standard AASB

1039: Concise Financial Reports, and the Associations Incorporation Act 1981

The financial statements, specific disclosures and other information included in the concise financial report are derived

from and are consistent with the full financial report of the Queensland Alliance for Mental Health Incorporated. The

concise financial report cannot be expected to provide as detailed an understanding of the financial performance, financial

position and financing and investing activities of the Queensland Alliance for Mental Health Incorporated as the full financial

report. A copy of the full financial report and auditor’s report will be sent to any member, free of charge, upon request.

Statement by Members of the Commit teeThe Members of the Committee of the Queensland Alliance for Mental Health Incorporated declare that the concise

financial report of the Associations for the financial year ended 30 June 2014, as set out on pages one to four:

a. complies with Accounting Standard AASB 1039: Concise Financial Reports; and

b. is an extract from the full financial report for the year ended 30 June 2014 and has been derived from and

is consistent with the full financial report of the Queensland Alliance for Mental Health Incorporated

This statement is made in accordance with a resolution of the Committee

and is signed for and on behalf of the Committee by:

President/Chairperson Treasurer

Dated this day of 2014.

Independent Audit Repor t

To the members of the Queensland Alliance for Mental Health Inc

Report on the concise financial report

The accompanying concise financial report of the Queensland Alliance for Mental Health Incorporated (the

Association) comprises the statement of financial position as at 30 June 2014 and the statement of comprehensive

income, statement of changes in equity and statement of cash flows for the year ended on that date and related

notes, derived from the audited financial report of the Association for the year ended 30 June 2014. The concise

financial report does not contain all the disclosures required by the Australian Accounting Standards.

Committee Members’ responsibility for the concise financial report

The Committee Members are responsible for the preparation and presentation of the concise financial report

in accordance with Accounting Standard AASB 1039: Concise Financial Reports (including the Australian

Accounting Interpretations), statutory and other requirements. This responsibility includes establishing and

maintaining internal control relevant to the preparation of the concise financial report; selecting and applying the

appropriate accounting policies; and making accounting estimates that are reasonable in the circumstances.

Auditor’s responsibility

Our responsibility is to express an opinion on the concise financial report based on our audit procedures. We have conducted

an independent audit, in accordance with Australian Auditing Standards, of the financial report of the Association for the year

ended 30 June 2014. Our audit report on the financial report for the year was not subject to any modification. The Australian

Auditing Standards require that we comply with relevant ethical requirements relating to audit engagements and plan and

perform the audit to obtain reasonable assurance whether the financial report for the year is free from material misstatement.

Our procedures in respect of the concise financial report included testing that the information in the concise financial

report is derived from, and is consistent with, the financial report for the year, and examination on a test basis, of

evidence supporting the amounts, discussion and analysis, and other disclosures which were not directly derived

from the financial report for the year. These procedures have been undertaken to form an opinion whether, in all

material respects, the concise financial report complies with Accounting Standard AASB 1039. We believe that

the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.

Opinion:

In our opinion, the concise financial report including the discussion and analysis of the Queensland Alliance for Mental Health

Incorporated for the year ended 30 June 2014 complies with Accounting Standard AASB 1039: Concise Financial Reports.

Jason O’Connor B.Com CPA

Registered Company Auditor (No. 353931)

Liability limited by a scheme approved under Professional Standards Legislation

Dated this day of 2014.


Creating an enabling environment through information and innovation empowers our members to suppor t community mental health and well-being in Queensland.

Contact uswww.qldalliance.org.au

[email protected]

07 3252 9411

1/78 Logan Road

Woolloongabba, QLD, 4102

PO Box 8018

Woolloongabba, QLD, 4102

ABN: 23 216 177 453

annual report 2014 - queensland alliance for mental health...

Documents