Untitled - Cerebral Palsy League

Front Cover Image: League client, Zane Cecil walks unassisted with 

a Hart Walker purchased through an anonymous donation. 

corporate information 

Board of Directors 

Rowena McNally - Chairperson 

Stephen Brady - Deputy Chairman 

Susan Rix - Treasurer 

Yvonne Burns 

Helen Darch 

Graham Davies 

Desmond Orr 

Michael Pini (appointed 20 December 2006) 

Ronald Porter 

Kevin Rodgers (resigned 2 February 2007) 

Chief Executive Officer 

Bruce Milligan 

Executive Management Team 

Bruce Milligan 

Geoff Rowe 

Greg Cuffe (Company Secretary) 

Stuart Pilton 

Margaret Scott 

Auditors 

KPMG 

Registered Office 

55 Oxlade Drive 

New Farm Q 4005 

Postal Address 

PO Box 386 

Fortitude Valley Q 4006 

Telephone 

+61 7 3358 8011 

Facsimile 

+61 7 3254 1291 

Email 

exec@cplqld.org.au 

Website 

www.cplqld.org.au 

Patron 

Her Excellency Ms Quentin Bryce, AC 

Governor of Queensland 

table of contents 

Corporate Information.....................................................01 

About Cerebral Palsy......................................................02 

About the League...........................................................03 

Organisation at a Glance.................................................03 

Board of Directors..........................................................04 

League Management Team.............................................04 

Executive Management Team.........................................04 

Chairperson and CEO Foreword......................................05 

Regional Services 

Child and Family Support Services.................................06 

Adult Services South.......................................................07 

Adult Services North.......................................................10 

South Queensland Country.............................................12 

Central Queensland / Wide Bay......................................13 

Technology Support Services..........................................15 

Commercial Division.......................................................17 

Support Services 

Service Development and Policy.....................................19 

Human Resources............................................................24 

Marketing and Fundraising..............................................25 

Client Statistics................................................................28 

The Director’s Report, Income Statement, Statement of 

Recognised Income and Expense, Balance Sheet, Statement 

of Cash Flows, Notes to accompany Financial Statements, 

Director’s Declaration and Independent Audit Report are in 

the booklet inserted at the end of this document. 

mission statement 

The Cerebral Palsy League of Queensland will provide 

quality services, which will enable and empower people with 

cerebral palsy and related disabilities to create and access 

opportunities to lead valued lives as respected and equal 

member of society within their family and community. 

Cerebral Palsy League of Queensland ( 1 ) 

creating capability from disability

about cerebral palsy 

Cerebral palsy is the name given to a condition which affects 

the way the brain controls the muscles of the body. This 

results in difficulties in movement and posture. 

Cerebral palsy is the most common physical disability in 

childhood. It is estimated two to three people out of every 

1000 will have cerebral palsy. The condition is not hereditary 

and there is no cure. 

The Causes 

Many causes of cerebral palsy are still not known or 

understood. Injury or changes to the developing brain are 

associated with cerebral palsy. 

It is known the developing brain can be injured by: 

It is important to note that the movement difficulties each 

person has will be unique. Often a person with cerebral 

palsy will have a combination of the characteristics of the 

different types described above and postural characteristics 

may change as the person matures. 

Looking at Figure 1 

Part 1: The cortex controls thought, movement and sensation. 

An abnormality in the movement area of the cortex can result 

in spastic cerebral palsy. 

Part 2: The basal ganglia helps movement become organised, 

graceful and economical. An abnormality can result in 

athetoid cerebral palsy. 


• 

• 

• 

• 

Exposure to certain infections such as Rubella (German 

Measles) in the early months of pregnancy 

Reduced oxygen supply to the baby during or after birth 

Exposure of an infant to severe infection shortly after 

birth or the first few weeks of life 

An accident in the early years of life 

It is important to note that cerebral palsy has different causes, 

and affects each person differently, therefore people with 

cerebral palsy have varying individual needs. 

The Characteristics 

Cerebral palsy can be grouped into three main types which 

describe the disorders or movement and posture that may 

be experienced by a person. These are called spasticity, 

athetosis and ataxia. 

Spasticity: Occurs when muscles are high in tone (tension) 

but weak in strength. A person experiencing spasticity may 

have difficulty moving their limbs and adopting stable 

posture. 

Part 3: The cerebellum coordinates movement, posture and 

balance. An abnormality can result in ataxic cerebral palsy. 

Looking at Figure 2 

Specific words are used to describe the parts of the individual’s 

body that are affected. 

Diplegia: Both legs and both arms are affected, but the legs 

are significantly more affected than the arms. Children with 

diplegia usually have some clumsiness with their hand 

movements. 

Hemiplegia: The leg and arm on one side of the body are 

affected. 

Quadriplegia: Both arms and legs are affected. The muscles 

of the trunk, face and mouth can also be affected. 

Figure 1 Figure 2 

Athetosis: Refers to uncontrolled movements, which are 

often most noticeable when a person with this type of 

cerebral palsy commences movement. In addition, children 

with athetoid cerebral palsy often have very weak muscles 

or feel floppy when they are carried. 

Ataxia: Characterised by unsteady, shaky movements or 

tremor. People with ataxic cerebral palsy have difficulty using 

muscles to achieve balance and coordinated movement. 

This is the least common type of cerebral palsy.

about the league 

The Cerebral Palsy League of Queensland was formed in 

1948 by a group of concerned parents to provide services 

that were not otherwise available. 

Today, the League is the largest non-government disability 

services provider for people with a physical disability 

in Queensland. It currently assists more than 2800 

people with cerebral palsy and related disabilities, and 

is supported through fundraising activities, support from 

the community, the corporate sector and Local, State and 

Federal Governments. 

The League provide services to assist people with cerebral 

palsy and related disabilities to reach their goals. These goals 

may include educational attainment, independent living, 

meaningful employment, and participating and contributing 

Organisation at a Glance 

within the wider community. 

While support needs vary through the different stages of life, 

the League gives particular emphasis to early intervention, 

providing targeted services at an early age which are 

fundamental in maximising future life opportunities. 

Support may include speech therapy, occupational therapy, 

physiotherapy and social work services. Other support 

provided by the League include technology and equipment 

services, therapy and career support and in-home and 

community access support. 

Communities are now recognising the contributions made by 

people with disabilities as their co-workers, friends, parents, 

neighbours and classmates. 



oard of directors 

executive management team 

Rowena McNally 

Chairperson 

Stephen Brady 

Deputy Chairman 


Susan Rix 

Treasurer 

Helen Darch 

Yvonne Burns 

Graham Davies 

(L-R): Greg Cuffe, Geoff Rowe, Bruce Milligan (CEO), Marg Scott, Stuart Pilton. 

league management team 

Desmond Orr 

Michael Pini 

Ronald Porter 

Kevin Rodgers 

B (L-R): Geoff Rowe, Laurie Boyne, David Robinson, Bruce Milligan (CEO), Stuart 

Pilton, Jonny Nobes, Greg Cuffe. 

F (L-R): Graham Washington, Marg Scott, Branka Carter, Judy Dickson, Rob Galea.

chairperson and CEO foreword 

This year the League has continued to grow and develop 

services throughout Queensland. Overall, our services 

have increased by over 10 percent, with this year being the 

seventh consecutive year of sustained service growth. This 

has allowed our ability to support people with cerebral 

palsy and related disabilities to increase significantly in that 

time. 

Of particular note this year was the allocation to the League 

of $2 million from Disability Services Queensland for early 

intervention services for children with a physical disability 

and their families. This funding will increase the capacity of 

the League to provide specialist services for children with 

a physical disability and help to improve their access to 

the community. The funding has allowed the League to 

employ early intervention workers who will be based in 

Rockhampton, Hervey Bay, Toowoomba, Brisbane, Ipswich 

and the Gold Coast and will include physiotherapists, 

occupational therapists, speech pathologists, psychologists 

and early childhood educators. A new team of four staff will 

also be established in Townsville. 

While this new funding is an important step forward, the 

need for services for children with a disability remains a 

high priority area for the League and requires significantly 

more funding and higher prioritisation by both the State and 

Commonwealth Governments. We are continuing to work 

with both Governments to have children with disabilities 

recognised as a group in need of urgent prioritisation and 

funding . 

Progress has continued on the redevelopment of Sevenoaks, 

the League’s residential accommodation service at Fig 

Tree Pocket. The League has now received development 

approval from Brisbane City Council to proceed with the 

subdivision of the first stage of the redevelopment, including 

the detailed design of six houses. These houses will provide 

22 residential places and two respite beds to accommodate 

people with cerebral palsy. It is anticipated that construction 

will commence in early 2008. 

identifying and developing other opportunities to generate 

income, and to help meet client needs. 

The League faces some significant challenges, as well as 

some exciting opportunities in the year ahead. 

Those challenges and opportunities can only be met with the 

ongoing support and assistance of our members, staff, clients 

and many individual and corporate supporters, as well as the 

countless dedicated volunteers who assist on consultative 

and other League committees, and as carers and helpers, at 

fundraising events, and in so many different ways. 

We wish to express our thanks to all of you for helping to 

make this another successful year. 

Rowena McNally, Chairperson 

Bruce Milligan, Chief Executive Officer 


One of the objectives in the League’s Corporate Plan is to 

“increase the amount of non-government funding income 

by identifying and developing other revenue/income 

streams”. Government funding and fundraising activities 

will not provide sufficient funding for the League to meet the 

increasing demand for services. Accordingly, the League is 


Child and Family Support Services - South East Queensland 


Child and Family Support Services underwent considerable 

changes over the past twelve months. The Gold Coast region 

merged with Brisbane and the Sunshine Coast to form 

Child and Family Support Services - South East Queensland 

(C&FSS-SEQ). 

C&FSS-SEQ provided therapy and support to families who 

live in the Brisbane metropolitan area, Ipswich, the Gold 

Coast and the Sunshine Coast as well as outreach services to 

Townsville, Cairns, Mt Isa and Mackay. 

Main service locations are in Maroochydore, Chermside, 

Southport, Mt Gravatt and Ipswich, with another to open 

shortly in Townsville. Schools and other community 

agencies receive significant levels of support from teams to 

ensure children with cerebral palsy are able to participate in 

educational and other community programs. 

At the end of 2006, the League received new funding 

for children aged zero to eight years through Disability 

Services Queensland (DSQ). This included funding for 

the establishment of a permanent information and early 

childhood service in Townsville. The funding package will 

support children with high levels of physical impairment, 

and their families. At the same time, funding for non school 

organisations continued to decline in real terms, resulting 

in a significant shortfall between the number of students 

who require support and the number allocated to receive 

it. 

C&FSS-SEQ worked to integrate the new DSQ funding 

into the existing service structure, and review school aged 

services in order to create a streamlined, and comprehensive 

service for clients aged zero to 18 years, and their families. 

Other highlights for 2006/2007 included: 

• Several staff made presentations at the National CP 

Conference on the Gold Coast. 

• A group intervention program was established for young 

children with hemiplegia, to provide a high level of 

parent education as well as group therapy for children. 

• A Men’s Group was developed to offer a range of social 

activities and act as a forum for discussion about issues 

of mutual concern. 

• A range of forums for young people and their parents 

were conducted to explore issues surrounding transitions 

to TAFE, university or employment. 

• Information sessions themed “What is Cerebral Palsy” 

helped parents understand the physical and neurological 

aspects of cerebral palsy and learn ideas to assist their 

children. 

• Programs were conducted for young children moving 

into primary school in 2008. The Skills for Schools 

group addressed school readiness in the areas of fine 

motor skills, gross motor skills, language, routines and 

socialisation. 

• A gym group was held for children aged eight to 14 years, 

with mild cerebral palsy. Pre and post testing showed 

all children experienced an increase in strength, balance 

and coordination, as well as an increase in confidence 

and social skills. 

• Screech Theatre Program, a mixed ability theatre group, 

continued skill development workshops and hosted its 

annual performance. 

• The Early Intervention service was redeveloped to 

include newly created early childhood psychologist and 

educator positions. 

• Playgroups continued to be extremely popular for children 

and their parents, providing both a therapy outcome for 

children and a social support forum for parents. 

• With newly diagnosed infants and young children being 

referred to C&FSS-SEQ on a regular basis, morning teas 

for new parents were held to put families in touch with 

each other and provide a forum for asking questions 

about cerebral palsy and League services. 

• A range of family support activities occurred throughout 

the year, with parent support groups held in a variety of 

locations across Brisbane. A number of self-care activities 

for parents, including massage mornings and Gold Class 

movie outings, provided parents with the opportunity for 

recognition and validation as well as a break. 

• Sibling activities occurred on a monthly basis providing a 

variety of activities in collaboration with other community 

agencies. 

• Gold Coast services for children and young people 

underwent a re-structure to create two teams. An Early 

Pictured: League client, Caleb and his mum Amanda enjoy music 

week at a Child and Family Support Service playgroup.

Pictured: League client, Bridie (third from right) and her classmates 

get a helping hint from their teacher during group work. 

Childhood Intervention Team supports children and their 

families from birth to school age. School aged children 

and young people are supported by a second team 

which provides consultancy and resourcing to schools, 

alongside limited family support services. 

• Team members maintain strong networks with other 

agencies in their area to facilitate referrals to other 

services for families and to assist families to obtain 

necessary resources. Considerable effort was made 

to assist families to apply for DSQ funding packages, 

especially in readiness for leaving school. 

In Home and Community Support Program 

The In Home and Community Support Program continued 

to provide a range of flexible supports to families requiring 

respite services. 

Complex Communication Needs Project 

Let’s Talk Days were hosted throughout the state, both within 

the metropolitan area and in regional centres including 

Warwick, Toowoomba and Rockhampton. Training was 

provided to more than 100 individuals representing upwards 

of 15 schools. Full-day training in the use and implementation 

of Aided Language Stimulation (ALS) was conducted across 

a range of venues. 

Highlights included: 

• An inclusive arts program was established thanks to 

significant funding from the Brisbane City Council. 

• Clients were supported to attend community based 

school holiday programs. 

• A gym program was supported for young people 

through assisting the building of self-confidence and 

self-esteem. 

• The “COOL KIDZ” program was established for teenagers 

in conjunction with Gold Coast Recreation and Sports. 

• Family assistants received training throughout the year 

with a focus on back care and safe transfers. Gastrostomy 

feeding was also a popular module. 

• Two Family Fun Days were held at the All Abilities 

playground at Landsborough on the Sunshine Coast. The 

playground was an ideal venue as it was designed and 

purpose built to cater for children and adults with a range 

of disabilities and mobility levels. 

Camp Have a Chat was hosted at Margate Conference Centre 

in October 2006. Two new artists were contracted, Tamara 

Kirby and Scotia Monkivitch, both of whom have extensive 

experience in working with people with disabilities. A total 

of 16 students with AAC devices attended Camp along with 

family members, and 28 support staff representing speech 

pathologists, occupational therapists, teachers, teacher aides 

and equipment representatives. A highlight of the Camp 

occurred when representatives from Allens Arthur Robinson, 

who provide funding assistance, joined participants for a 

lantern ceremony on the beach followed by a barbecue. 

State Wide Outreach Therapy Service 

Outreach services were provided in Mt Isa, Townsville, 

Cairns, Mackay and surrounding areas. The focus of the 

service continued to be support for students, parents and 

education staff. There was an increase in the number of 

referrals from areas such as Normanton and Thursday Island. 


adult services south 

Throughout the 2006/2007 financial year, Adult Services 

South experienced major changes. Management of adult 

services from the Gold Coast was transferred to the region, 

while management of Access Employment Service and the 

business units of Adept Packaging were transferred to the 

League’s new Commercial Division. This occurred within 

the context of continued growth within the region. 

South Region Client Consultative Committee 

The South Region CCC met regularly to provide input and 

advice to regional management, as well as pursue broader 

issues of concern for people with a disability. The State CCC 

was expanded to include representation from the Gold Coast. 

In May, Mary Albury, Chair South Region CCC, chaired a 

client information session at Southport. The purpose was to 

outline the role of the CCC within the organisation and gauge 

interest in forming a local CCC for adult services on the Gold 

Coast. There was strong support for this so its formation will 

be a priority in the coming year. 

Adult Therapy and Social Work 

The Adult Therapy and Social Work team endeavoured 

to meet increasing demand within the confines of limited 


esources. Where possible, services were supported by 

sessional engagement of private practitioners and the 

Capability Queensland Private Therapy Service. 

amenities, and also the relative isolation from community 

resources. Sourcing funds to move the service to a more 

suitable location will be a priority in the next financial year. 


League Adult Accommodation Service South 

Throughout the year, LAAS South provided services for 43 

clients while working to continuously improve client and 

family support. 

The service trialled the introduction of a “Time and Access” 

system in five community homes. The system aimed to 

enhance tracking of clients’ individualised package hours 

and improve administration efficiency for Disability Services 

Queensland (DSQ) payroll and report keeping requirements. 

Clients welcomed the trial and the service aims to rollout the 

system to all LAAS South homes in late 2007. 

A major challenge for LAAS South was the recruitment and 

retention of Personal Care Assistants. However there was a 

steady improvement to the dilemma when the service liaised 

more closely with Human Resources and the service’s 

north region counterparts and by utilising websites, student 

noticeboards and local community information boards. 

Gold Coast Adult Services 

The restructure of the Gold Coast region to incorporate all adult 

services within Adult Services South provided opportunities 

for growth, and an enhanced range of resources, support and 

mentoring arrangements for staff. 

Functioning from the Freemasons Queensland Holiday 

Units’ activity room, the Gold Coast Adult Day Service 

(ADS) increased its operation from three to five days per 

week from early February 2007. This enabled the service to 

re-allocate days to existing clients, thus reducing the number 

participating each day and increasing the service’s capacity 

to accept five additional post school referrals. The positions 

of centre-based and part-time Community Access Facilitators 

were created to enhance the provision of service activities. 

The location of the Gold Coast ADS continued to be 

problematic both from the perspective of limited space and 

Respite enhancement funding from DSQ was received in 

July 2006, enabling Gold Coast Adult Services to establish a 

Dinner Club aimed at providing short term respite for aged 

carers. Groups of four to six people who live at home with aged 

carers were provided an opportunity to dine out at various 

venues on the Gold Coast. Staff coordinated the program, 

and one or two support workers accompanied the groups. 

The program was extremely enjoyable for all involved and 

included outings and dinner shows at various clubs, Japanese 

cuisine, evening picnics and fish and chips on the beach. 

Springfield Day Service 

In December 2006, DSQ approved a funding application 

for a new ADS in the Forest Lake, Camira and Springfield 

area. $454,000 in recurrent funding and $76,000 in nonrecurrent 

funding was received for the establishment of the 

new service. 

While the formal opening of Springfield ADS will occur in 

the new financial year, the service commenced in May 2007 

from a leased premises located on Commercial Drive in 

Springfield. The service will gradually identify new clients in 

the area, many of whom will have had no previous access to 

an ADS or Community Access Program. 

A handful of clients previously receiving services from 

Moorooka Day Service and Pathwayz opted to transfer to 

the Springfield ADS as the centre was closer to their homes. 

This in turn, enabled Moorooka and Pathwayz to address 

unmet needs in their catchment areas. 

Capalaba Day Service 

The centre-based Capalaba Day Service continued to grow, 

largely through DSQ post school funding, supporting between 

10 and 13 clients each day. The program encompassed a 

diverse range of activities including the engagement of an 

Arts Worker to run pottery classes on Wednesdays. Through 

painting, pottery and photography projects clients began 

working towards an exhibition of their works planned for 

the new year. 

The woodworking group achieved another productive year. 

One notable project was the construction of children’s 

wooden wheelbarrows for the Redlands Community Child 

Care Centre with materials donated by G James Glass. 

Capalaba ADS continued its strong association with Sailability 

Pictured: Clients of Capalaba ADS’s Rec and Leisure Program, Julie, 

Mark, David, Jim and Phil enjoy an outing to a local sporting club.

Pictured: Supported employees, Steven Weir and Gavin Ward 

apply labels to completed water diverters at Adept Packaging. 

Bayside, which now assists more than 60 clients per day to 

sail. Interested clients attended on Mondays and Thursdays. 

The Recreation and Leisure Program continued to grow. 

Clients enjoyed activities including dolphin encounters, 

winery tours, concerts, deep-sea fishing, motor shows, soccer, 

cricket, Broncos matches, the Australian Outback Spectacular 

as well as several holidays to locations such as Twin Towns 

and Stradbroke Island. Clients accessed this initiative using 

individually funded hours or on a fee for service basis. 

Capalaba ADS is now operating at capacity, and a need has 

been identified for additional service sites, particularly in the 

Wynnum and Eagleby areas. Thus far, funding applications 

for new service initiatives have been unsuccessful. 

Moorooka Day Service 

Clients of the Moorooka Day Service were actively involved 

in a range of projects throughout the year. In May 2007, 

Mary Albury and Donna McBain made presentations at 

the National CP Conference “Thinking Outside the Chair”. 

Clients also began writing induction manuals for the new 

Springfield ADS and used their skills to teach others on new 

computers funded by the Gambling Community Benefit Fund. 

The Koala Park Community Garden Project grew from 

strength to strength. The Moorooka Greening Group held 

a large celebration for Australia Day in January 2007 and 

several working days resulted in a transformation of the 

space. Funding was received through Brisbane City Council 

to engage a Project Management Company - Helicon Dance. 

This partnership recently resulted in an $8,500 grant from 

the Brisbane Community Grants Program. 

The strong relationship formed with Iona College continued 

this year. A donation from the Students’ Community Services 

and Action Group enabled the purchase of six months worth 

of pottery materials for clients to enjoy the process of working 

from clay through to the finished product. 

The annual Perigian Beach camp at the Iona College facility 

was delayed due to a clash of dates with the National CP 

Conference. The trip will go ahead in the new financial year. 

Adept Packaging 

The first half of 2007 brought a number of significant changes 

to Adept Packaging. 

their closest League ADS. The backfilling, approved for 

Tingalpa only, resulted in the employment of a number of 

new supported employees with a range of skills. 

The long-standing enclave at Assa Abloy (formally Lockwood 

Whitco) supported by Access Employment Service came to 

an end at the start of the financial year as a result of new 

directions undertaken by the company. As new Department 

of Employment and Workplace Relations (DEWR) purchasing 

arrangements did not provide the same high level of 

support required, the establishment of a new enclave was 

not considered viable. Clients wishing to transfer to Adept 

Packaging were given the option to do so. 

In August 2006, Adept Packaging Rocklea hosted the 

“Great Aussie Shed Party” as a thank you to the Gambling 

Community Benefit Fund for funding the installation of 

a shed for the Western Garden Service. The opening was 

conducted by Mr Bruce Milligan, League CEO and Simon 

Finn, State Member for Yeerongpilly. Approximately 100 

people attended including clients, families, customers 

and community members. Entertainment was provided by 

“Raging Lives”. 

With the conclusion of a transition to Case-Based Funding, 

the service was able to access Work-Based Personal Care 

Assistance Funding for nine individuals at Rocklea and 

Tingalpa. This provided funding for personal hygiene and 

mealtime support and acknowledged the additional costs of 

assistance required by some supported employees. 

With the transfer of responsibility for the Adept Packaging 

business units to the Commercial Division, the newly created 

position of Service Coordinator within Adult Services South 

assumed responsibility for coordinating the provision of 

support and training, implementing employment action plans 

and maintaining quality and funding systems. Feedback from 

supported employees regarding these changes was been 

extremely positive. 


Following a Targeted Support trial, 11 clients of Adept 

Packaging opted to continue accessing day services as an 

alternative to work. These packages are auspiced through 

Transport 

League Transport continued to provide high quality 

transportation services and retained Department of Transport 


Full Operator Accreditation status. Long standing drivers 

Carol and John McClure retired after many years of valued 

service, making way for some new faces on the team. 

The difficulties of finding relief drivers and the impact of 

an ageing fleet on maintenance costs remained primary 

challenges for the service. 

adult services north 

It was a very interesting year for Adult Services North, with 

a lot of hard work going into adapting to significant changes 

and establishing new foundations for high quality service 

delivery into the future. 

the years to come unless addressed by Government. Potential 

implications for clients and services include an inability to 

secure prescribed equipment and Workplace Health and 

Safety problems. 


Access Employment Service and the business arm of 

Printabout were transferred to the League’s new Commercial 

Division, resulting in a restructure of the region’s management 

team and a reorganisation of finances. 

Another significant change was the relocation of the region’s 

office to Bowen Hills. Previously, the Regional Manager 

along with the Adult Therapy and Social Work team worked 

out of Head Office in New Farm. 

The region experienced high growth in demand for 

Accommodation Services, Adult Therapy and Social Work 

Services, more sites for Adult Day Services and the continued 

development of the North Region Client Consultative 

Committee. 

Project Officer, Michelle Harris developed in-house 

leadership training for aspiring leaders in the region. The 

course was particularly successful for those not yet in 

leadership roles, as many participants went on to take up 

such positions both within the region and externally. 

In all, 2006/2007 was a challenging but very rewarding year 

for Adult Services North. 

Adult Therapy and Social Work 

The Adult Therapy and Social Work team performed well 

throughout the year, managing the perpetual difficulty of 

attempting to meet increased demand without additional 

funding. Inadequate funding will create serious problems in 

League Adult Accommodation Services North 

The year was busy for LAAS North, as the team provided 

ongoing services to clients. 

The service responded to unmet needs within the local 

community by commencing services for people in various 

emergency and crisis situations. The complex issue of 

recruitment together with over-extended services within the 

sector led to many service providers being unable to provide 

support to new clients. LAAS North attempted to meet these 

needs where possible, resulting in the service accepting an 

additional 25 clients including three 24 hour households. 

Like others in the accommodation services sector, LAAS 

North faced recruitment issues throughout the year. To 

combat this, a number of strategies were implemented to 

lower the turnover of direct support staff. A huge emphasis 

was placed on workforce planning and support, resulting 

in consistent, skilled and experienced staff retention. The 

implementation of senior Personal Care Assistants also 

offered an opportunity for staff advancement and resulted in 

improved outcomes for clients in all areas of the service. 

The service also focused on maintaining the mobile staff 

team, with seven staff taking on this role. There are plans to 

expand this role with the aim of using these staff for all fillin 

shifts both within this service and possibly within other 

League services. 

The after hours service continued to provide extensive 

support to clients and direct support staff. LAAS North aims 

to streamline processes to ensure high levels of after hours 

support is available as required. 

Sevenoaks 

Staff working at Sevenoaks Fig Tree Pocket continued to 

provide support in meeting the lifestyle, healthcare and 

recreational needs of 22 residents. Sevenoaks hosted a 

birthday celebration and recognition service in June 2007 

Pictured: League client, Lyn Meehan displays the jewellery she has 

made at Pathwayz, Fig Tree Pocket.

Pictured: More than 190 people attended a “birthday party” in June 

2006 to celebrate Sevenoaks’ 45th year in service. 

to mark 45 years since its official opening. The event was 

a defining moment in the history of Sevenoaks with the 

acknowledgment of its beginnings, the people who lived 

and worked there over the years and its future with the 

redevelopment project soon to enter the building phase. 

The early months of 2007 saw the refurbishment and 

internal relocation of two households in preparation for the 

partial demolition of the existing building. Staff worked with 

enthusiasm to ensure the relocation occurred with a minimum 

amount of stress for all concerned. This paved the way for 

the fencing of the construction site for the proposed new 

buildings. The project is a complex one requiring a multistaged 

approach. A small committee worked to develop a 

comprehensive brief for the architect with accessibility, 

liveability and functionality key elements in design based on 

the consultation provided by residents, family members, staff 

and other key stakeholders. Construction of the six homes 

and communal administration area will begin late 2007. 

Residents, family members and staff are positive about the 

future model of support. Residents are keen to move into 

their new homes and enjoy increased levels of individualised 

support. 

Sunshine Coast Adult Services 

Some great work went into developing the Sunshine 

Coast Accommodation Service, often in highly demanding 

circumstances, with the service growing from 12 to 20 

clients in the financial year. 

In a very short time-frame the service has grown significantly. 

There is still more work ahead, but the remodelling of the 

service has seen some very positive results. Particularly 

impressive was the development of some individual clients, 

who began demonstrating skills that were previously thought 

unlikely. 

Focus for the immediate future will be placed on continuous 

improvement with some limited growth. Longer term goals 

include the development of a Sunshine Coast Day Service. 

PathwayZ 

It was a significant year for PathwayZ, as the service prepared 

to move off the Fig Tree Pocket site due to the Sevenoaks 

redevelopment. Fifteen clients transferred to new premises 

at Ashgrove in August 2006 and a second new building was 

secured in Windsor to cater for up to 21 clients. 

The Ashgrove site was able to make several major purchases 

over the financial year including new lighting, a DVD player, 

cutlery and crockery, a computer network, a phone system, 

outdoor furniture and plants. Successful grants were also 

obtained for a stand-up hoist and accessories, a ceiling hoist 

and accessories and two televisions. 

PathwayZ enjoyed a low staff turnover rate this year and 

was again successful in external Quality Assurance audits. 

A volunteer group of eight people remained active with 

an arrangement with Huckle Berry Japan proving to be 

successful. 

Major Events 

• Trivia Function, October 2006 

• Volunteer’s Cricket Day, October 2006 

• Halloween Disco, October 2006 

• Christmas Party, December 2006 

• Australia Day Sausage Sizzle, January 2007 

• Planning and Review Day, February 2007 

• Valentines Disco, February 2007 

• Colour Your Day, February 2007 

• Easter Celebrations, April 2007 

Cascade Services 

It was another exciting year at Cascade Services, with the 

commencement of five new clients and the development of 

a number of new initiatives. 

LinX, a recreation service, provided support on weekdays, 

evenings and weekends to more than 60 people. LinX 

Getaways, which targets people aged 16 to 20 years who 

are still at school, held three camps at Landsborough and 

Caloundra. 

Twenty five artists are now supported in the visual arts 

workshop program. The service relocated to a new community 

arts space, Artell. In December the service moved from Grant 

Street to Silvyn Street, which has provided a new home for 

the visual and performing arts program. There are plans to 

establish a gallery and shop at the front of the building. 

The exhibition “Think outside the chair” broke Redcliffe City 

Gallery records for sales with over $3500 worth of work 

sold. 



Two artists submitted work to the Community Printmakers 

Murwillumbah (CPM) National Print Awards at Murwillumbah 

Gallery. These artists also began work on a kinetic sculpture 

for inclusion in Humpybong Park. 

Partnering with Access Employment Service, a new initiative 

established was Bee Spoke Designs. This involves screenprinting 

designs for bags, tea towels and other merchandise. 

Cascade Soul music studio successfully relocated to 

Hutchison Street. The service contracted the Mercy Centre 

to provide 10 clients with a song-writing and CD production 

program funded by the Gambling Community Benefit Fund. 

purchase a new copier in the middle of the year. The business 

also purchased new equipment for both sites to increase the 

product range and enable the service to be more competitive 

in the marketplace. 

A number of employees expressed an interest in training for 

the new machinery and the business has given full support 

to a program of employee training and skill development in 

the coming year. 

Service provision under the Case-Based Funding system 

remained at a high standard with a regular schedule of 

assessments complimenting the day-to-day support activities. 


Resident band “Raging Lives” released their second album in 

July 2006, to rave reviews. 

Printabout 

The management of Printabout’s business arm transferred 

to the Commercial Division who employed a new Manager 

with a wealth of experience in the printing and stationery 

industry. 

A successful funding submission allowed Printabout to 

south queensland country 

From a regional perspective, much of the last 12 months was 

dedicated to the Toowoomba Redevelopment Project. After a 

lengthy briefing, the Board of Directors gave the directive for 

the Scott Street premises to be refurbished to accommodate the 

region’s growing services and administration needs. Primarily, 

the project was to make available appropriate premises for 

the Adult Day Service. The service is currently located in 

a rental space which is highly inadequate and not flexible 

enough to meet the growing demand within the community. 

The regional office is also in urgent need of an upgrade as 

all funding in recent years has been directed to services in 

priority over necessary maintenance. The project is well 

underway, with concept plans completed for all areas 

Pleasingly, Printabout experienced a very low staff turnover 

with only two people moving on and one previous 

employee returning. The service also hosted a number of 

work experience students and support staff were able to pass 

on valuable skills and feedback to participants. 

The service successfully completed both external and internal 

Quality Assurance audits, with a strong emphasis placed on 

the continuous improvement of processes to enhance all 

business and support activities. 

including Adult Services, Children’s Services and the 

administration centre. 

Local philanthropist, Clive Berghofer initiated the capital 

appeal with a pledge of $100,000. Mr Berghofer also 

agreed to co-patron the appeal with footballing great, Shane 

Webcke. The appeal aims to generate $1.2 million for the 

redevelopment project through major donations, State 

and Federal Government grants, fundraising events and 

community funding applications. 

In relation to structural changes within the region’s service 

provision, all service areas were evaluated and the new 

role of Services Manager was introduced. This position is 

responsible for supporting all service areas in their day to 

day operations and works closely with Coordinators in the 

Adults and Children’s areas in a case management role. 

Child and Family Support Services 

The Child and Family Support Service secured Commonwealth 

Special Education funding for two years to provide therapy 

services for 80 children within their educational facilities 

throughout the region. 

Pictured: Patron of the Toowoomba Redevelopment Project, Clive 

Berghofer studies the building plans with Co-Patron, Shane Webcke.

Pictured: League client, Will Denny participates in music therapy 

with Music Therapist, Rebeka Bodak. 

New funding was received from Disability Services 

Queensland (DSQ) to provide services to children (zero to 

eight years old) with a physical disability. This component 

of the Child and Family Support Service assists children 

and their families within their community of choice, with 

a philosophy of inclusion. This incorporates therapy, social 

work, in-home and family support staff. 

The In-Home and Community Support program continued 

to develop, and received funding from the Commonwealth 

Carer Respite Centre (CCRC), DSQ and Lifeline to provide 

intensive support for a number of families. To contend with 

growing respite needs, the program now provides a limited 

service for adults. This financial year, DSQ provided nonrecurrent 

funding for a number of families over school 

holiday periods, primarily for young adults leaving school 

and transitioning to a Post School Service. Also, a number 

of new families chose the League’s In-Home program for the 

respite component of their DSQ Family Support Package. 

The Child and Family Support Service continued providing 

outreach services to rural locations including Roma, 

Goondiwindi, St George, Stanthorpe and surrounding areas. 

Adult Services 

Adult Services underwent a review to identify the best 

possible structure to meet the growing needs of the region. 

As previously mentioned, the new role of Services Manager 

now oversees day-to-day service management, replacing the 

Adult Services Manager position. Within the new model of 

service provision there are now Coordinators for both the 

League Adult Accommodation Service (LAAS) and Adult 

Day Service (ADS). Senior positions are now in place in for 

Team Leaders in specific LAAS households and also within 

the ADS for centre-based and post school services. 

Throughout the last financial year LAAS assisted 27 people, 

providing seven homes with 24-hour support. All funding 

was individually provided through DSQ, with the region 

utilising block funding to assist people in transition. The 

service area continued to grow, with a key issue being the 

recruitment of direct care staff. This is an ongoing problem 

in the disability sector and requires community networking 

with DSQ and other agencies to address the gap in staffing. 

The refurbishment of the Scott Street premises will make way 

for the ADS, with the project due to commence before the 

end of the calendar year. In 2006/2007 the ADS provided 

services to 40 clients through centre-based activities and 

individual community access. Staff were required to be 

innovative in program delivery to accommodate growth and 

ensure people’s needs were met despite the inappropriate 

premises. The structure of the ADS and the group work 

offered resulted in seven new clients joining the service with 

Post School Funding. Staff will continue working closely 

with DSQ to further develop this service area to meet the 

growing needs of young adults. 

Respite 

The region continued to auspice DSQ emergency respite 

funding, which enabled people with a disability to 

obtain assistance in urgent and critical situations. Respite 

enhancement grants were allocated to both Adult and 

Children’s services, allowing more flexibility in meeting the 

needs of many families. The region will continue to work 

with other agencies to fund a range of respite options. 


Central queensland / wide bay 

The 2006/2007 year brought significant transformation to 

the Wide Bay Burnett and Central Queensland regions. The 

most considerable change occurred in September 2006 

when League CEO Bruce Milligan announced a merger of 

the two regions. Thus, the new Central Queensland / Wide 

Bay region was formed with the regional office located in 

Hervey Bay. 

The restructure necessitated a significant change in 

management and administrative structures, processes and 

personnel across the region. It also created some financial, 

administrative and staffing economies of scale and a region 

that is stronger, more sustainable and well positioned to take 

advantage of development opportunities. 

Other significant changes and achievements of note 

throughout the year included: 

• $310,000 in recurrent funding was secured for a new 

accommodation support service in Hervey Bay. 



• 

• 

• 

• 

• 

• 

• 

• 

• 

• 

• 

$305,000 in recurrent funding was secured for a new 

day service in Hervey Bay. 

$294,000 in recurrent funding was secured for an Early 

Childhood Intervention Service in Hervey Bay and 

Rockhampton. 

A new Speech Pathologist and Physiotherapist were 

recruited in Rockhampton. 

Outreach therapy services to Mackay were restructured. 

New accommodation services commenced in 

Rockhampton and Yeppoon. 

The Board of Directors approved in principle, the 

development of a new regional office, multi-use therapy 

centre and day service building in Hervey Bay. 

Part of the Rockhampton office was leased to Autism 

Queensland. 

The Rockhampton office and residential units were 

refurbished. 

A new staff induction and training program for all direct 

care staff was implemented. 

A Central Queensland / Wide Bay Leadership Group was 

formed, with a leadership and development program 

initiated for senior staff. 

Several successful Marketing and Fundraising initiatives 

were held across the region. 

The new Central Queensland / Wide Bay region will continue 

to evolve with the next 12 months focused on implementing 

and consolidating new services, quality management and 

staff training and development. 

Child and Family Support Services 

Therapy and Social Work services in Rockhampton were 

significantly enhanced in 2007 with the appointment 

of a new speech pathologist and physiotherapist. These 

appointments completed the Rockhampton therapy team for 

the first time in many years. The year ended with a newly 

created social work vacancy which was being filled at the 

time of the preparation of this report. 

The dynamic team is committed to rebuilding the reputation, 

profile and quality of therapy services in Central Queensland. 

Its aim is to provide a strong platform for the development 

of new services, particularly new private therapy services 

under the auspice of Capability Queensland. 

In January 2007, the delivery of NSO funded therapy services 

to children in Mackay was transferred to the Brisbane-based 

State Wide Outreach Team. This created a more financially 

sustainable service in Mackay with the children assisted 

by this service now able to receive therapy from all three 

disciplines. 

The Therapy and Social Work team in Hervey Bay was 

disappointed to lose the services of its physiotherapist in 

January 2007. A replacement has yet to be found. In the 

absence of a Physiotherapist, and with several other local 

organisations experiencing similar vacancies, the Hervey 

Bay team worked creatively to meet the needs of children 

and families across the region. This included seeking the 

support of other League therapists to provide ‘backfill’ to 

clients in Hervey Bay, Maryborough, Bundaberg and the 

South Burnett region. 

As part of a $1.6 million funding program secured by the 

League across the state, the Hervey Bay and Rockhampton 

Therapy and Social Work teams received recurrent funding 

from Disability Services Queensland (DSQ) to deliver a 

new Early Childhood Intervention Service. The new service 

delivers early intervention services to children with a 

physical disability aged zero to eight and their families and 

is a dramatically positive development in the provision of 

services to children across the region. 

The In-Home and Community Support program underwent 

some changes with a new Rockhampton-based Coordinator 

appointed to manage the service across the whole region. 

The program provided in-home and community respite 

support to more than 50 families during the year. The focus 

for the coming 12 months will be on the diversification of 

services within the program and development of strategies 

to supplement funding received from DSQ. 

Adult Accommodation Services 

Accommodation services in Hervey Bay were enhanced 

by the commencement of the newly funded Community 

Connections accommodation support program for clients 

in Maryborough and Hervey Bay. This new and innovative 

program provided almost 200 hours per week of “drop 

in” accommodation and community access support to 

individuals living in their own home and helped to meet a 

significant service gap in the local community. 

Services in Rockhampton were also increased during 

Pictured: League employee, Paula Smith entertains children 

participating in Colour Your Day, with her clown costume.

Pictured: Governor Bryce congratulates League client, Mark Farrell 

on his photographic work, at the launch of Disability Action Week. 

2007 with the Regional Manager and newly appointed 

Accommodation Coordinator working to develop additional 

services across the region. A new service commenced in 

Yeppoon, which may potentially develop into a new group 

home. Accommodation support services were also provided 

out of the League’s own purpose-built units at Rockhampton’s 

Jardine Street premises. This latter development is part of a 

strategic goal to fully utilise all available League resources in 

Rockhampton, particularly the residential units and Jardine 

Street office space. 

Day Services 

With the funding of a new program in Hervey Bay, the region 

now boasts four Day Services located in Rockhampton, 

Gladstone, Maryborough and Hervey Bay. Significant 

initiatives and achievements during 2006/2007 included: 

• A restructure of the management model for Day Services 

in Central Queensland. 

• The development of stronger relationships between 

League Day Services, local special schools and the 

broader community. 

• An extensive interior refurbishment and redecoration of 

the Maryborough Day Service building. 

• The successful implementation of new photography and 

music programs in Maryborough. 

• The successful implementation of the Community Life 

Skills Project in Rockhampton. 

• The development of a strong creative and cultural arts 

program in Rockhampton. 

The development of a new Day Service facility in Hervey 

Bay and a refurbishment of the existing Gladstone building 

or relocation to new premises will remain very high priorities 

for 2007/2008. 

Regional Marketing and Fundraising 

Marketing and Fundraising events and initiatives across the 

region included: 

• Staging National Cerebral Palsy Awareness Week events 

in August 2006. 

• Supporting Disability Action Week activities, including 

participation in the official launch in Hervey Bay. 

• Staging a children’s fun day with a creative photography 

theme for Colour Your Day. 

• Successful completion of the Children’s Project 50 

fundraising campaign that raised $50,000 for therapy 

services in Hervey Bay. 

• Staging two successful charity golf days in Rockhampton 

and Hervey Bay. 

It is intended that these and future activities will not only 

generate additional revenue but also actively promote a 

professional, modern and progressive image of the Cerebral 

Palsy League locally. 


technology support services 

In 2006/2007, the Technology Support Service (TSS) 

experienced some changes in personnel however, successful 

recruitment resulted in all teams retaining full a complement 

of staff. 

Communication Board Service 

The Communication Board Service (CBS) team review of 

work practices and resources resulted in a two-year plan for 

improving and expanding the service. Items completed this 

year included the development of intranet based forms and 

procedural guidelines for regional staff and the dissemination 

of education and resources to League staff at discipline 

meetings and external staff at national conferences. 

A particularly important achievement was the development 

and production of several CDROM resource starter kits to 

assist therapists and clients in formulating suitable lowtech 

communication aids. The “Early Years Kit” and the 

“Adult Kit” were completed in consultation with children’s 

and adult’s therapy groups and are now available for loan 

through the TSS Assistive Technology Library. The CBS 

team is currently working in consultation with regional 

Speech Pathologists to produce a “School Age Kit” to satisfy 

requests from both League and external therapists and 

teachers. Additional resources developed included a new 

series of Songboards for children in early intervention and 

day care services. 

The CBS team maintained a high profile at national research 

events, with poster presentations at the national CP Australia 



and AGOSCI conferences. These presentations outlined 

CBS products as they fit with typical Speech-Language 

development the needs of children and adults who require 

Assistive and Augmentative Communication aids. This 

exposure resulted in requests for products from around 

Australia. 

Technology Unit and Assistive Technology Library 

Demand for advisory consultations for League staff and 

clients continued to grow with a particular increase in 

requests for combined discipline consultations. In response, 

a quality management review led the team to develop and 

trial combined referral and tracking processes for clients 

with complex needs. In addition, intensive team-based 

training and support was offered for therapists, clients and 

families via scheduled outreach visits to staff in nearby 

regional offices including Mt Gravatt, Chermside, Ipswich, 

Logan, Gold Coast and the Sunshine Coast. Outreach visits 

by individual team members to metropolitan and close 

regional areas also continued. Outreach consultation to 

League therapists and clients throughout other parts of 

Queensland remained a challenge for the part-time team, 

who functioned without dedicated transport or outreach 

funding. 

Education and training provided in course or workshop 

formats to regional League staff included regular scheduling 

of a formalised interdisciplinary Induction Program for 

new League therapy staff; individualised training sessions 

on specific equipment; consultation at Camp Have-a-Chat; 

and, larger workshops including the “Introductory Seating 

Workshop”. 

Assistive Technology Library 

Technology Unit therapy and administration staff worked 

tirelessly to finalise spending of the viability funding which 

significantly enhanced the Assistive Technology Library. 

Considerable time was spent labelling equipment and 

developing user manuals for therapists, clients and families 

as well as developing safe packaging options to make 

equipment easy to transport. 

Two projects were undertaken to improve tracking and access 

to the increased quantity of equipment. Firstly, the team 

received assistance in developing a new electronic equipment 

tracking database. Secondly, an electronic catalogue is being 

developed for inclusion on the League’s intranet, for access 

by regional staff. The electronic catalogue will include a 

printable specification sheet for each library item, which will 

detail the item’s specifications, recommended clinical uses 

and supplier details. 

Walkways Mobility Program 

In early 2007, the Hart Walker Program underwent a name 

change to “Walkways Mobility Program” to reflect the future 

direction of the program to provide greater equipment 

options via the specialised walker assessment and trial 

service. The program offered assessments and trials of 

Hart Walkers and Smart Walkers for children with cerebral 

palsy living in Queensland and northern NSW. Throughout 

the financial year, nine children with cerebral palsy were 

assessed and participated in trials and four children were 

fitted with new Hart Walkers. Approximately 60 children 

already participating in the program, attended two to three 

adjustment sessions over the year. 

The expert knowledge and skills of Technology Unit 

therapists was called upon for several professional 

development events including statewide Medical Aids 

Subsidy Scheme (MASS) Symposiums, Videoconferences 

and reference panels; Education Queensland courses 

such as “Specialised seating prescription” for therapists; 

interagency events such as “Assistive Technology Forum” 

and “AT parent expo”; and, University of Queensland 

student lectures. 

As Hart Walkers and similar devices are not supported by the 

Queensland Health MASS funding scheme, the Walkways 

Mobility Program is very appreciative of the ongoing 

commitment from the Australian Lions Children’s Mobility 

Program (ALCMF) that coordinates funding support for the 

majority of children with Hart Walkers in Queensland. To 

assist in marketing the program, Walkways staff lent support 

to the ALCMF “Walk for an Aussie Kid” fundraising day in 

September 2006, where several children from the Walkways 

Mobility Program participated in fun events including Hart 

Walker races, Harley Davidson rides, face painting, balloon 

“sword fights”, music and other activities. 

Other high profile sponsors of the program included the 

Brisbane Broncos. Extensive media attention at the final fitting 

session for a child sponsored by the Broncos in February 

2007, as well as another fitting for a child sponsored by an 

anonymous donor in December 2006, resulted in substantial 

Pictured: League client, Lochlain Harrod enjoys a stroll in his new 

Hart Walker, with mum Jill and sister Laurynn.

Pictured: Supported employee, Ernest Furlong uses a drop saw to cut 

lengths of PVC pipes for use in the assembly of water diverters. 

donations being received by Walkways to pay for Hart 

Walkers for other children on the waiting list. This generous 

public support cleared the current waiting list and allowed 

four new children to receive Hart Walkers. The Walkways 

Mobility Program and the families involved are very thankful 

for the generous support of these funding sponsors who 

asked to remain anonymous. 

Commercial division 

As part of its Strategic Plan, the League developed a 

new Commercial Division in late 2006. The role of the 

Commercial Division is to investigate and develop viable 

business ventures to generate income (profit) for the League 

outside of its traditional sources of government funding and 

community fundraising. 

The Commercial Division encompasses the following 

business units: 

• 

• 

• 

• 

• 

• 

Access Employment Service 

Adept Packaging (incorporating Western Landscaping 

Services) 

Equipment Technology Services (ETS) 

Printabout 

Freemason’s Queensland Holiday Units 

Capability Queensland 

The Commercial Division employs approximately 144 staff, 

of which 97 are supported employees at Adept Packaging 

and Printabout. The Commercial Division has a turnover in 

excess of $5 million. 

Access Employment Service 

It was a defining year for Access Employment Service. In 

July 2006 the business commenced a three-year contract 

with the Department of Employment and Workplace 

Relations (DEWR) which will continue to the end of June 

2009. This Disability Employment Network (DEN) contract 

is now individualised via Case-Based Funding with Access 

being renumerated on a fee for service basis. The contract 

also introduced significant administrative requirements via 

Activity Agreements, Participation Profiles, Participation 

Reports and Resume Summaries. Access is also required 

to report to Centrelink any Activity Tested clients who fail 

to participate in their program as agreed in their Activity 

Agreements. 

Referrals continued to reflect the changing demographic of 

the DEN service. People with intellectual disabilities and 

physical disabilities continued to comprise the majority 

of referrals, however cases of clients with a psychiatric 

disability and drug and alcohol dependencies also increased 

markedly. Staff training in these areas will continue to be 

provided to address the needs of clients. 

As part of the new contract, DEWR commenced measuring 

Access’s performance against other DEN providers both in 

Brisbane and nationally. In August 2007, DEWR will provide 

all DEN services with a star rating on a scale from one to five, 

based on monthly health checks. To date, both Access North 

and South have performed extremely well and are expected 

to achieve above average ratings. 

For the 2006/2007 financial year, Access exceeded previous 

revenues, making its largest financial contribution to the 

League to date. All Job Development Officers met or 

exceeded individual targets to secure and maintain jobs for 

clients. 

In January 2007, Access commenced its successful tender 

for Supported Wage Assessments to DEWR in the Brisbane 

Labour Market Region. The business then commenced its 

successful tender for Job Placement Licence (JPL) services to 

DEWR in February. Access South were awarded an additional 

four DEN places by DEWR to commence in July 2007. 

Adept Packaging 

A clearer commercial focus was created by separating the 

management of the service from the management of the 

business. Management may now concentrate on growing 

the business to ensure ongoing sustainability. 

The business performance of Adept Packaging improved 

significantly, largely due to the assembly of Rainwater Tap 

Diverters – more than 80,000 units were assembled. Adept 

employed able-bodied staff to assist in the assembly process 

which increased productivity and facilitated broader staff 

interaction. The business also secured three new customers. 

Adept received funding from the Department of Families, 




Community Services and Indigenous Affairs (FaCSIA) for new 

equipment at Tingalpa and air cooling systems at Rocklea. 

Another significant change was the transfer of Western Garden 

Services management to Adept. Western Gardening Services 

received funding from FaCSIA for a new ride-on mower and 

funding from the Gambling Community Benefit Fund for a 

new dual cab utility. Garden crew operations had a difficult 

year financially due to the drought in Brisbane. However, 

in July 2007 the team will commence maintenance of a 

number of small parks for the Brisbane City Council, which 

will underpin the sustainability of operations into the future. 

Equipment Technology Services 

It was a challenging year for ETS with continued growth in 

sales of manufactured wheelchairs and agency products. 

Delivery times were extended beyond the norm due to three 

senior workshop staff leaving in November 2006 and a large 

influx of orders for manufactured wheelchairs. Unfortunately, 

this meant many clients and their families had to wait longer 

for equipment. To rectify the situation, not only were the 

staff who resigned replaced, but additional staff were hired 

for the workshop. As a result, efficiency and productivity 

increased and delivery times are now within reason. 

The management and staff of ETS would like to thank clients 

and their families for their support through the difficult year, 

and apologise for any delays that may have occurred in the 

process of acquiring new equipment. 

The Research and Development team worked on developing 

the Supernova MK2. The prototype was completed and will 

undergo evaluation and standards testing in early July 2007, 

with the aim of having the finished product available for 

supply later in the year. The project was generously funded 

by Perpetual Trustees. 

Printabout 

Printabout underwent some exciting changes over the past 

year. Similar to Adept Packaging, Printabout achieved a 

clearer commercial focus by separating the management of 

the service from the management of the business. 

A new manager with significant printing industry background 

was appointed, and rapidly moved to expand services for 

existing and potential customers. 

Printabout received funding from FaCSIA to purchase new 

equipment, which enabled the expansion of services and 

assisted to reduce printing costs. The new equipment was 

crucial for the future growth of the business and facilitates 

the electronic transfer of jobs between both sites while 

ensuring a consistency in quality and services. 

Printabout now has the capacity to provide a full range of 

printing and bulk mail services. 

Freemason’s Queensland Holiday Units 

Located at Labrador on the Gold Coast, the Freemason’s 

Queensland Holiday Units continued providing affordable 

holiday accommodation to people with a disability and their 

families. It is the only holiday complex on the Gold Coast 

designed to meet the specific needs of people who have a 

disability. 

Following the major renovations undertaken in previous years, 

occupancy rates are now above 70 percent and promotional 

materials have been developed to market the units to a 

wider audience in order to further increase occupancy. 

Funding from the Gambling Community Benefit Fund 

enabled the purchase of air conditioning and internal fittings. 

The League also continued to invest in ongoing development 

of the complex. 

Capability Queensland 

Capability Queensland is a business initiative of the League 

designed to market the expertise of the organisation. 

In 2006/2007 Capability Queensland provided training in 

Workforce Development for Disability Services Queensland 

(DSQ). Training modules included Manual Handling, People 

Management, Staff Supervision and Personal Care. 

Capability Queensland is also on the DSQ preferred supplier 

list for Quality Assurance (QA) consulting to organisations 

that need to obtain DSQ certification. Throughout the year 

Capability Queensland provided Disability Awareness 

Training for Lead Auditors and Audit Trained Service Users 

for the Disability Sector Quality System. 

Pictured: ETS’s Research and Development team completed the 

Supernova MK2 prototype, Funded by Perpetual Trustees.

service development and policy 

Over year the League established an Ethics Committee, 

which commenced in earnest in February 2007. Inaugural 

members selected were Dr Gabrielle Rose, Dr Marie Knox, 

Professor Nick Buys, Professor Jill Wilson, Dr Leanne 

Johnston, Rev Illtyde Loveluck, Ms Simone Donoghue 

and Mr Michael Klatt. The foundations for research - 

both clinical and social - are now well developed with 

Terms of Reference, Policies, Procedures and Forms all 

formalised within the League. The Committee considered 

four projects, one program and made ethical decisions 

relating to a number of consultations. The Committee also 

registered with the National Health and Medical Research 

Council (NHMRC) Australian Health Ethics Committee 

(AHEC). 

Policy formulation occurred across areas including Fee for 

Service, Hardship Policy, Child and Family Service Support 

Overarching Policy, Intellectual Property Policy and Accrued 

Service Hours. 

Ongoing policy review was carried out to adjust for a 

number of legislative changes. Internal policies under current 

review include Client Complaints, Responding Positively to 

Challenging Behaviour, Abuse and Neglect, Client Records, 

Employment Screening, Guidelines for In Home Workers, 

Duty of Care in Service Provision and Decision Making and 

Choice. 

External Representation and Networking focused on 

Queensland Transport’s Anti Discrimination Wheelchair 

Accessible Taxi Reference Group, Unmet Needs Campaign, 

Queensland Disability Information Network, Queensland 

Tourism for Disability Reference Group, Young People in 

Residential Aged Care and the Disability Advisory Committee 

(HREOC). 

Social Policy Analysis submissions were written for 

Young People with Disability in Aged Nursing Care 

(Commonwealth), Confidentiality and the Adult Guardian 

(Queensland), Non-Therapeutic Sterilisation of Minors with 

a Disability (Commonwealth), Decision-Making Disability 

(Queensland) and Post Coma Unresponsiveness and 

Minimally Responsive State (NHMRC - Australian Ethics 

Committee). 

Legal requests increased and there was much activity to 

align League policies and Government policies around 

remuneration for service. 

Research Development Committee (RDC) 

Continued development of the League’s research program 

was achieved by efforts of the Research Development 

Committee in partnership with League staff and interagency 

collaborators. At the close of the 2007 financial year, the 

RDC was in support of 28 research studies including 17 new 

studies, 10 continuing studies and one completed study. Of 

these, 18 studies are led by a League staff investigator, nine 

by an investigator from a collaborating organisation and one 

by the CP Australia member organisations. 

Research support provided by members of the RDC included 

provision of staff education in research and evidence 

based practice skills; guidance for study development and 

implementation in regional areas; coordination of events for 

the dissemination of research findings; and development of 

collaborative networks with other organisations providing 

care for clients with cerebral palsy and related disabilities. 

A key study completed this year was the “Therapy and 

equipment needs of people with cerebral palsy and like 

disabilities in Australia”, undertaken by CP Australia 

member organisations and the Australian Institute of Health 

and Welfare (AIHW). The detailed report calculated and 

compared the nature and levels of therapy and equipment 

funding and service delivery levels across Australia, and gave 

recommendations for national funding, policy and research 

bodies. Results of the study were presented at the recent CP 

Australia conference by the AIHW. The published record 

can be accessed via the CPLQ Library or the AIHW website. 

League staff completed studies that were accepted for national 

and international conference presentations. These included 

two papers for the 2007 American Academy of Cerebral 

Palsy and Developmental Medicine (AACPDM): “Accuracy 

and reliability of observational gait analysis via telehealth 

for children with CP” and “Accuracy and reliability of digital 

measurement of the medial longitudinal arch in children”. 

League staff were also invited to present two papers at 

the 2007 Australasian Academy of Cerebral Palsy and 

Developmental Medicine (AusACPDM) Workshop. These 

were “Telehealth and digital technology for assessment of 

orthopaedic and gait problems in children with CP” and 

“Update on the Australian Cerebral Palsy Registers”. 

Competitive research funding was successfully sourced from 

the 2007 Queensland Health Community Rehabilitation 



Grant Fund for “Investigation of the difference between 

individual versus group based intervention for children 

following botulinum toxin injection”. Funding was also 

sourced from the Australian Physiotherapy Association 

Dorothy Hopkins Award for Clinical Research for 

“Effectiveness of a community-based gym group on strength 

and balance for adolescents with cerebral palsy”. 

courses including: 

• “Introduction to handling and facilitation using Bobath/ 

NDT principles” (two days) 

• “Introductory Manual Handling and Risk Assessment 

Workshop” (two days) 

• “Introductory Seating Workshop” (one day) 


Senior Professional Team 

Over the last twelve months all therapy and social work 

disciplines were represented in the Senior Professional Team 

in either a part time or full time basis. The team proactively 

contributed to budget income by undertaking fee for service 

activities under the umbrella of Capability Queensland, 

including clinical consultations, workshop presentations and 

medico-legal assessments and reports, university lecturing 

and consultancies. 

Recruitment and induction of therapy and social work staff 

was a priority requiring considerable time and resources. 

The team recruited and provided induction training for 10 

new Occupational Therapists, three new Physiotherapists, 

11 new Speech Pathologists and five new Social Workers. 

Across the state this included 23 staff for Child and Family 

Support Services - South East Queensland, one for South 

Queensland Country, two for Central Queensland and 

three for the therapy advisory services. During periods of 

vacant positions, the team provided workload cover across 

all regions. Quality management system (QMS) review for 

recruitment and induction was also undertaken, with results 

including revised position descriptions, interview questions 

and referee check proforma; development of standardised 

induction materials; and introduction of a scheduled sixweekly 

induction program. 

Professional supervision and clinical support for regional 

staff was provided across the state, with a focus on service 

specific hands-on training for the large number of new staff. 

To extend the limited university training of new staff in the 

management of clients with cerebral palsy and to assist staff to 

meet legislative requirements and League core competency 

targets, the team designed and delivered a range of internal 

More advanced courses developed for ongoing staff included: 

• “Handling and Facilitation using NDT/Bobath principles 

– part II” (two days) 

• “Manual handling and risk assessment competency 

check” (one day) 

• “Aided Language Stimulation Workshops” (one day) 

In addition to courses, a series of short in-services to meet 

specific core competency targets for children’s, adult 

and country service groups were delivered via discipline 

meetings. 

Quality review of supervision and support processes 

resulted in the development of several resources including: 

“Professional Core Competency” standards for each discipline 

which now document and evaluate annually the knowledge 

and skills required to provide, review and develop therapy 

and social work services at the League; therapy and social 

work “Documentation Guidelines” including general 

assessment reports, medicolegal reports and procedures; and 

“Information Sheet” guidelines and forms aimed at providing 

information to client and family groups. 

Recognising the importance of interagency collaboration 

in service delivery, a series of interagency professional 

development events were delivered by the team in 

conjunction with other education, heath and community 

services. These included an “Assistive Technology Forum” 

hosted by the League in collaboration with Education 

Queensland, LifeTec and Disability Services Queensland 

(DSQ); and the Australian Bobath Neuro-developmental 

Therapy Association (ABNDTA) “Early Intervention” and 

“Advanced Facilitation” courses developed in collaboration 

with representatives from Queensland Health, Montrose 

Access and the Mater Children’s Hospital. 

Expert knowledge and skills of the Senior Professional Team 

was recognised by consultancy requests to provide training 

and education including: University of Queensland lectures 

and practicums for Speech Pathology, Occupational Therapy 

and Physiotherapy students; “Specialised seating prescription” 

for Education Queensland therapists; “MASS Seating for 

Pictured: Sixteen students were funded to attend Camp Have a 

Chat along with family members and 28 support staff

Pictured: On behalf of the State CCC, Governor Bryce presented a 

commemorative gift to Byron Albury at the 10th Client Convention. 

Posture and Function Videoconference” for Queensland 

Health therapists; and “Aided Language Stimulation 

Workshops” for Queensland Health therapists. The Senior 

Speech Pathologist was recruited as the MASS Clinical 

Advisor for prescription of Speech Generating Devices. 

Quality Management System 

In October 2006, the League underwent an annual external 

audit in order to review certification against ISO 9001, 

the Commonwealth Disability Employment Service (DES) 

standards and the Queensland Disability Sector Quality 

System (DSQS). The audit was conducted over 12 working 

days, and relied on involvement from many clients, their 

families and staff from across the organisation. 

Auditors noted that feedback from clients and their families 

was extremely positive, which is indicative of the League’s 

strong commitment to providing quality services to people 

with a disability. The auditors advised that they would 

recommend re-certification against all standards. 

Throughout the year, the Quality Assurance team was 

involved in the establishment of an updated intranet system, 

conducted internal audits and generally supported a focus 

on continual improvement across the organisation. 

Trusts and Foundations 

The League received almost $370,000 in the 2006/2007 

financial year through the work of the Community Grants 

Coordinator. The funds from various trusts, foundations 

and community grants boosted special League projects and 

provided customised equipment to enhance the quality of 

life of many League clients. 

Funds subsidised included Camp Have a Chat to provide nonverbal 

children with a voice, a gym program to encourage 

active play and a pre-school program to give parents the 

confidence to assist with their children’s social and physical 

development to prepare them for school. Life Long Learning 

Programs for adults received direct funding support, and the 

acquisition of specialised IT equipment required by people 

with complex seating and mobility needs ensured education 

and further study programs were more accessible to them. 

Community grants enabled the purchase of office equipment 

and building repairs so service sites could provide safe and 

comfortable venues. Library resources and special assessment 

tools purchased assisted therapists to be informed of and 

better able to deliver current and best practice services. 

Contributors are acknowledged inside the back cover of this 

report. Without their generosity, these vital yet unfunded 

services would not be possible. 

Client Information Services 

The Client Liaison and Information Officer was involved in 

a range of advocacy projects throughout the year. Notable 

among them was the ongoing liaison with domestic airline 

carriers regarding non-discriminatory carriage of people with 

a disability. 

The Information Officer provided information and support to 

clients and families throughout the year on a range of issues 

as well as the core activities of supporting the activities of 

the State Client Consultative Committee and the Parents and 

Guardians Association. 

The Client Liaison Officer in consultation with the State 

CCC and the Manager Service Development and Policy, 

commenced a review of the Client Complaints policy and 

procedure and related documents. 

The department’s Project Officer continued to deliver values 

based training to all new League employees as part of the 

induction process. 

State Client Consultative Committee 

The State Client Consultative Committee (CCC) met every 

six weeks, attended Management Liaison Meetings and held 

regular consultation meetings with the CEO and Chairperson 

of the Board of Directors. 

Terry Donaldson, representative for Adults North, once 

again filled the position of Chairperson of the State CCC. 

Other representatives were: 

• 

• 

• 

• 

Jenny Johnson, Deputy Chairperson (Adults South - GC) 

Katrina Frahm (Adults North) 

Mary Albury (Adults South) 

Nigel Webb (Adults South) 

Board representatives to the State CCC were Kevin Rodgers 

(until December 2006) and Desmond Orr. The State CCC 

also received regular reports from the South Queensland 

Country and Central Queensland / Wide Bay regions. 



In August, the State CCC created a celebratory atmosphere 

for the 10th Annual Client Convention, with the theme of 

“Making our Mark in Many Ways, Where to From Here” Her 

Excellency, Ms Quentin Bryce AC, Governor of Queensland 

and League Patron officially opened the event. 

The State CCC used the Convention to gather input from all 

representatives on the future direction of client consultation 

processes. It then developed a discussion paper seeking 

comment from across the League, which in turn informed 

the State CCC Annual Planning Day in January. 

The State CCC reviewed the format of future Client 

Conventions and regional workshops in consultation with 

clients, and was pleased to jointly host a workshop on the 

Gold Coast with Adults South region. 

Queensland Cerebral Palsy Register 

The past year has been one primarily focused on the 

establishment of the Australian Cerebral Palsy Register. In 

October 2006 the Australian Cerebral Palsy Register group 

met in Brisbane at a meeting organised by the Queensland 

Cerebral Palsy Register. The two primary goals of the meeting 

were to bring a greater understanding of the Queensland 

Cerebral Palsy Register and the potential functions of the 

Australian Cerebral Palsy Register to clinicians and service 

providers in Queensland. Almost 50 people attended the 

two-day meeting with a tele/video conference sponsored 

by the Queensland Royal Children’s Hospital reaching 

clinicians in Cairns and Townsville as well as many attending 

the session in Brisbane. The process was successful, 

specifically in achieving more registrations from both Cairns 

and Townsville. 


The State CCC finalised the Terms of Reference and the Roles 

and Responsibilities documents, and has commenced a review 

of the Charter for Client Consultation and CCC brochure. 

The League commitment to client consultation remains strong 

as always. A warm thank you is extended to all representatives 

who volunteer their time to provide invaluable input to 

discussions and decision-making. 

Parents and Guardians Association 

The Parents and Guardians Association continued to 

support the League in a range of activities and met regularly 

throughout the year. President, Joan Williams and Secretary, 

Carol Barton liaised regularly with the CEO and Chairperson 

of the Board of Directors and attended Management Liaison 

Meetings and the Fig Tree Pocket Redevelopment User 

Group. 

Some younger parents enthusiastically attended meetings 

and the Association continued to welcome new members 

interested in discussing the ongoing provision of quality 

services to clients. 

The League wishes to express sincere thanks to members for 

their ongoing commitment. 

The meeting of the Australian Cerebral Palsy Register 

participants brought about two primary decisions. Firstly, 

that the manual ability classification scale (MACS) will 

be included in the register once those technical issues of 

including it in the website are resolved and secondly, 

that there would be a competitive process for hosting the 

Australian Cerebral Palsy Register. That process took several 

months, however it was finally decided that New South 

Wales would host the Australian Cerebral Palsy Register and 

that each state and territory would contribute de-identified 

data as was originally proposed. 

In Queensland, registrations continued although significantly 

more slowly than in previous years. Currently the QCPR has 

almost 1300 registrations with much of the team’s work 

focused on completing registrations that were submitted 

without full data. The focus has been on the 2003 and 2004 

birth years and at 30 June 2007, exactly 50 percent of the 

2003 registrations were complete. 

Library Service 

The Cerebral Palsy League of Queensland Library provides 

a specialised information service for clients, carers, families, 

staff, professionals and other agencies interested in finding 

out more about cerebral palsy and related issues. 

The CPLQ Library provided access to research and information 

in preparation for a number of League staff presenting at the 

2007 CP Australia National Conference. The presentations 

concentrated on current research and innovative service 

delivery. 

The Information and Resource Coordinator continued to 

evaluate the collection. A stocktake of resources will be 

Pictured: Information and Resource Coordinator, Deb Cronan with 

new resources granted by the Gambling Community Benefit Fund.

Pictured: More than 30 people volunteered and joined the 

the fun at Conrad Treasury Boardroom Blitz in October 2006. 

undertaken once the de-selection process has been finalised. 

In November 2006 the CPLQ Library received a grant from 

Queensland University of Technology Staff Community 

Welfare Fund to purchase up to date items regarding speech 

pathology, assistive technology and assessments. These 

resources support staff to provide a service for children and 

adults with cerebral palsy. 

In June 2007 the Library was successful in gaining a grant 

from the Gambling Community Benefit Fund. New resource 

materials including assessments will be purchased and 

added to the collection. A DVD player and a photocopier 

will also be purchased. 

The CPLQ Library website was added to the WHO Global 

Health Library, a comprehensive list of health/medical 

libraries worldwide, which provides access to reliable health 

information. 

Volunteer Service 

The Volunteer Service had another busy year with many 

League services and clients benefiting from the assistance 

of volunteers. Once again volunteers assisted with the 

Client Convention and fundraising events such as the Bridge 

to Brisbane Fun Run, Art for Art’s Sake, a UDIA dinner, 

Melbourne Cup and Conrad Treasury Boardroom Blitz. 

Suncorp Bank, ANZ Bank and Lions International provided 

significant voluntary support for some of these events. 

Brisbane City Council, GE Money and Ernst and Young also 

encouraged their staff to participate in League events where 

assistance was needed. 

Support in recruiting volunteers through dissemination of 

information was provided by Mt Gravatt and New Farm 

Neighbourhood Centres, Sunshine Coast University, Griffith 

University, Central Queensland University, University 

of Queensland, Queensland University of Technology, 

Kenmore State High School, Mt Gravatt High School, 

Holland Park High School and Cavendish Road High School. 

passed away. Her significant contribution to the League 

extended over many years. A recipient of the League Medal 

for Distinguished Service in 2001, May will be sadly missed 

by the many League clients and staff who knew her. 

A senior high school student was recruited to live-in at Camp 

Have a Chat for the four day camp. The student applied her 

advanced media study skills to film and produce a DVD of 

the event for distribution to the children and families who 

attended. In addition to providing financial support for the 

Camp, Allens Arthur Robinson also sent volunteer staff to 

assist with some of the activities. Child and Family Support 

Services – South East Queensland also received voluntary 

assistance with two after school gym programs, home respite, 

regular maintenance of equipment and support for the Gold 

Coast Technology Survival Skills Program. 

Many League services enjoyed regular voluntary 

administrative assistance. Adult Day Services experienced 

healthy volunteer involvement with all continually looking 

for other ways to tap this vital resource. Several students from 

the Caroline Chisholm Institute were placed for short-term 

voluntary experience in a variety of services and a number of 

high school students spent time learning more about cerebral 

palsy. A total of 21 volunteers were successfully matched with 

one or more adult clients, to meet their specific requirements. 

The number of clients requesting this sort of service continued 

to grow and this aspect of volunteering was encouraged 

by many League staff referring clients for assistance. 

Information stalls were held in the Kenmore and Redcliffe 

areas. They acted as a recruitment tool and raised awareness of 

the existence of League services in the general community. 


Recognition again goes to League parent, Donna Pemberton, 

who continued to work tirelessly to promote the interests of 

League clients and families in the development of the League 

presence in North Queensland. The Volunteer Service is 

supported by an enthusiastic number of League clients and 

staff who choose to provide voluntary support to the League 

in a variety of ways. 

In May 2007, long-standing volunteer May Nevin sadly 

Volunteer training was offered, as was the provision of 

information and support to service staff working with 

volunteers. Workshops and network meetings relevant to 

volunteer management were also attended. 

The Volunteer Service sincerely thanks all those within the 

League and in the wider community who continue to support 

people who have cerebral palsy, through their extension of 

goodwill, skills and time in a voluntary capacity. 


human resources 


Human Resources Information Management 

2006/2007 saw the League commission a new integrated 

Payroll and Human Resources Information System (HRIS). 

The new system has significantly greater functionality than the 

one it replaced which had been in service for over 11 years. 

As the year progressed various modules within the system 

were configured and historical data migrated from the 

previous system where practicable. The new HRIS has a 

more sophisticated reporting capability and will enable 

focussed monitoring and reporting on wide ranging HR 

indicators in the areas of recruitment and selection, training 

and development, workplace health and safety, performance 

management and career planning / progression. 

The new system greatly increased efficiency in both processing 

new recruits, and payroll processing. Electronic pay-slips 

have become the norm and for the first time, employees may 

access their personal details using the HRIS’s “Employee Self 

Service” facility via the League’s intranet. 

The interface with the League’s website will be developed 

and online recruitment and selection processes will be further 

developed to improve employment application process. 

Workplace Health and Safety 

The League welcomed a further reduction in Workcover 

premiums this year due to improved claims experience. 

Ongoing investment in manual handling risk assessment 

and training to improve employee’s competence in manual 

handling, contributed to a continued reduction in workplace 

injuries. Notably, the average cost and duration of absence 

through injury was reduced, however a small number of 

relatively expensive claims continued to impact on premium 

levels. 

An increase in the cost of injuries arising from journeys to and 

from work was experienced. Whilst such injuries are outside 

of the direct control and influence of the employer, this will 

be an area for focussed attention in coming months. 

Training and Development 

At the beginning of the financial year, preparation and 

patience finally paid off when the organisation was formally 

recognised as a Registered Training Organisation. The League 

was initially accredited to present and assess the Certificate 

IV Training and Assessment course, however as the year 

progressed, an application to extend the scope of training 

was made. The organisation was granted an extension of 

scope also may now present and assess Certificate Level III 

and Level IV in Disability Services. 

In-house presentation and assessment of these courses is cost 

effective and has enabled the League to support many more 

of its employees to undertake recognised competency-based 

training in these important areas with the aim of establishing 

Certificate III as the base standard for employees working in 

the role of Personal Care Assistant and similar. A program of 

recognition of prior learning (RPL) commenced during the 

year which will enable employees who possess the relevant 

competences to be formally assessed and recognised as such 

without the need for additional training. 

With support from employees working within various 

services, the League’s Training Manager presented a program 

of training across the state on behalf of Disability Services 

Queensland to workers within the sector. The presentation 

generated a significant financial benefit in terms of additional 

revenue and “fee free” training for many League employees 

who were able to attend these training events. 

Employee and Industrial Relations 

The League’s Human Resources Manager initiated 

negotiations with employee groups and their representatives 

with a view to developing new employment agreements. 

These will replace the nominally expired Notional Agreement 

Preserving State Awards (NAPSA), including the former 

Certified Agreement, which remains current until replaced. 

The League continued to foster and build on its cooperative 

working relationships with employee representatives in its 

approach to negotiating the first of the new agreements, due 

to be in place during August 2007. 

Changes to employment legislation have provided the 

opportunity for additional flexibility in the nature and range 

Pictured: Students of Craigslea State School ham it up for the 

cameras at the Guiness World Record Attempt for Colour Your Day.

of agreements available to the League and its workforce. 

The new agreements will aim to capitalise on the potential 

benefits for both the employees and the employer. They will 

also aim to reflect the needs and operational considerations 

of the organisation’s differing occupational groups, business 

units and / or geographical diversity with the aim of achieving 

fairness and equity across the board whilst embracing 

opportunities for appropriate customisation. 

long 

service 

awards 

15 Years Service 

Robyn Bullock-Brock 

Cora De Vries 

Megan Goodall 

Cheryl Yuill 

Stewart McCauley 


Garrie Wolstenholme 

Greg Skippors 

Joan Capps 


Desley Eleison 

Phillip Close 

A key feature of new agreements will be to create a working 

environment in which performance can be recognised and 

reflected in future salary levels, optimising savings to the 

organisation and benefits to individual employees of the 

Salary Packaging scheme and creating a stronger framework 

within which leave liability can be more effectively managed. 

Long Service Awards 

The employees listed above reached significant long service 

milestones during the 2006/2007 financial year. 

A further 41 employees will be recognised for reaching 10, 

15, 20 and 25 year milestones over the forthcoming year. 

marketing and fundraising 

The 2006/2007 financial year contained many highlights for 

the Marketing and Fundraising team, with most programs 

proceeding well. Supporter numbers increased dramatically, 

particularly through telemarketing which has become a 

preferred method for assisting the League. Support through 

mail and events increased, as did the number of beneficial 

corporate partnerships. New opportunities for income 

generation were utilised and accounted for a substantial net 

result above budgeted figures. 

The department aimed to provide a variety of ways for people 

to support the League whether they are staff, volunteers, 

clients, families, individuals or other organisations. 

In an attempt to publicise the Colour Your Day Appeal, the 

League joined forces with Craigslea State School to attempt 

a Guinness World Record for “The most number of faces 

painted in one hour”. Participants thrashed the previous 

record held by a primary school in Poland, by painting 500 

faces in the hour. Whilst the feat was a great achievement 

for an Australian school, international publicity was gained 

to celebrate the accomplishment. 

Special thanks are extended to Ray Smith from Cutting 

Edge and Melody File and Pat McGuire from Marketplace 

Communications. Their commitment to the League and 

introductions to fruitful partnerships is much appreciated. 


A redevelopment of the League’s website commenced in 

early 2007. Once launched later in the year, the website 

will be capable of accepting online donations and event 

registrations and will include more contemporary facilities, 

useful information and links. 

Partnerships 

A vital component of developing fundraising events was the 

establishment of key partnerships. Art for Art’s Sake raised 

more than $30,000 with assistance from Anthony D J Rigby 

Insurance and Investment Services Pty Ltd and the AMP 

Foundation. The theme “Windows of Opportunity” inspired 

34 artists who donated pieces for the auction. 

Conrad Treasury Boardroom Blitz increased its net profit 

with support from Cutting Edge and 4KQ. With the 1980’s 

theme, Angry Anderson and a star-studded line-up of bands 

entertained the audience who danced the night away. 

Ambassador Program 

The League’s Ambassador Program was extended throughout 

the year. Ambassador Brent Hailey, CEO of MFS Diversified 

Group, was instrumental in initiating a partnership with 

Urban Development Institute of Australia. He also assisted 

the League to procure specific funding from a foundation 

related to the late Arthur Earle. 

Ambassador Ray Smith, CEO of Cutting Edge, continued 

to offer the services of his company and advocated other 

partnership opportunities. 

Ambassador Mike Summers, Director of Smart Supplies, 

highlighted his support for the League via his website and 

personal introductions to prospective partners. 

Ambassador Sheree Merryfull, ironwoman and surf ski 

competitor, introduced the League to the Northcliffe Surf 


Life Saving Club. 

Ambassador Heather Foord continued her affiliation with 

the League of Friends and events and provided personal 

recommendations to other media personalities. 

Personal Support 

The mail program increased in gross income by more than 60 

percent from the previous year. The department continued 

to conduct acquisition programs and research using the inhouse 

telemarketing team to better target supporters. 

achieved their fundraising targets, set off on their overseas 

adventures and returned with plans to set off on further 

journeys. The success of the program led the League to 

launch another program, Global Odyssey early this year. 

Global Odyssey is managed by and solely benefits the 

League. The website is at www.globalodyssey.com.au 

Online Vehicle Donations moved successfully into its second 

year. Individuals donated cars, bikes, boats and trailers to 

be collected at no cost. Disposal methods include auction, 

wrecking and recycling. Approximately 75 vehicles were 

liquidated through the program. 


Direct Mail performed well, with the database of supporters 

continuing to grow. Research confirmed that people now 

support an average of 9.44 charities in a year, more than double 

that of ten years ago. This trend is also reflected in Bequests. 

Many individuals joined the League of Friends over 

2006/2007. This special group of people have shown 

substantial support for the League, most often through 

leaving a Bequest. Ambassador Heather Foord, along with 

her nephew Will, were jointly featured in various marketing 

tools for the program. A morning tea and tour were held at 

the Miss Australia Awards display at the Brisbane Museum 

in the city to thank supporters. 

More than 2500 seniors enjoyed musicmidday concerts 

throughout the greater Brisbane area. The concerts are 

designed for the seniors’ circuit, with Keith Hampton sharing 

information about the League through an entertainment and 

speaking program. New people joined the League of Friends 

and Friendship Bank through these events. 

The League joined the Queensland Community Foundation 

in 1997, opening a Fund entitled “Cerebral Palsy League of 

Queensland Foundation”. Funds and Bequests contributed to 

the Foundation support client services. The League currently 

has more than $78,000 in the Fund, and a present bequest 

value of more than $2 million. 

Community Support 

A number of participants in Adventure Challenge for Charity 

Support of the Wine Club grew and a number of vineyards 

are now secured to offer quality selections. Telemarketing 

remained the preferred sales method, though order forms 

may also be downloaded from the website. Prices start at 

$120 per carton, including delivery. 

A variety of League merchandise was sold by hardworking 

fundraisers on a day-to-day basis. Selling a small range of 

products such as keyrings, pens, toys and wristbands, the 

team generated a net result in excess of $75,000 for the 

year. 

A lot of time and effort was put into restoring the Friendship 

Bank program. The program was restructured so all collections 

and drop-offs in a given area happened in the same week. 

More than 2000 new tins were placed throughout the year, 

with the greatest advantage being the sourcing of new donors 

through telemarketing. 

Service Clubs again responded well, funding equipment for 

families who live in their respective areas. Some clubs who 

have never donated to the League in the past, donated for 

the first time. 

Other community support received included: 

• Fisher and Paykel donated a new refrigerator to the 

Wishart Rotary Child and Family Services office. 

• The QUT staff fund again provided funds to purchase 

books for the CPLQ Library. 

• IBM again chose the League as the beneficiary of its 

annual golf day, which raised in excess of $12,000. 

• Brisbane City Councillor Faith Hopkins supported a 

concert at Kedron-Wavell RSL where around $2000 was 

raised with assistance from Westfield. 

• Service Clubs rallied to help with fundraising at the 

opening of the Eleanor Schonell Green Bridge. This 

activity recognised the efforts of the late Eleanor Schonell 

in concern and care for children with cerebral palsy. 

Pictured: Ironwoman and League Ambassador, Sheree Merryfull 

tows a car to promote Online Vehicle Donations at the Gold Coast.

Pictured: Talented artist, John Morris donated an equisit piece to 

the Art for Art’s Sake exhibition and auction in August 2006. 

Telemarketing 

Telemarketing has moved from strength to strength since 

the implementation of an electronic dialling system to work 

with the database management system two years ago. The 

team successfully contributed to programs such as Colour 

Your Day, the Bridge to Brisbane Fun Run and Friendship 

Bank, and outsourced services to commercial businesses. All 

Art Union campaigns were completed on or before time and 

this is set to improve further over the coming years. 

A challenge occurred with the introduction of the ‘Do Not Call 

Register’. Whilst the League is exempt from this legislation, 

there was a fair amount of confusion and misunderstanding 

by the general public for a short time. 

Toowoomba Redevelopment 

Planning for the Toowoomba Project 1.2m Redevelopment 

Appeal began in 2006/2007. Clive Berghofer, former mayor 

of Toowoomba, philanthropist and property developer 

became the Patron of the Appeal and pledged $100,000. 

Prominent retired Rugby League great, Shane Webcke 

agreed to Co-Patron the appeal with a view to generating 

publicity. Other members of the community who showed 

their support included Mayor Di Thorley, MP Mike Horan 

and MP Ian Macfarlane. Heritage Building Society also 

contributed a major gift towards the project as did many 

private individuals. Chaired by Vicki Morris, a Family and 

Friends Taskforce of interested people commenced. 

Payroll Donations 

The League would like to congratulate the many companies 

and employees who generously supported the League 

through payroll donations over the past twelve months. 

Companies including VillaWorld Limited and Hastings 

Deering (Australia) Pty Ltd matched their employees’ 

donations. Representatives from some companies acted 

as PRD Ambassadors and assisted in encouraging other 

employees to join the program. 

Marketing and Public Relations 

During the year a number of publications were created, 

printed and distributed. The quarterly issue of League News 

continued to update staff, clients and families on topics of 

interest as well as internal news items. The professional 

presentation of League marketing tools was maintained, and 

a redevelopment of the League’s website was initiated. 

The number of media mentions achieved was unprecedented 

during the year. Television stories featured many League 

clients and activities including the mobile phone recycling 

program, Sailability and a positive slant on telemarketing. 

The Walkways Mobility Program was featured to publicise 

the support for one of our clients by the Brisbane Broncos. 

This publicity resulted in donations of more than $80,000 for 

other mobility devices for children. Courier Mail coverage of 

the story resulted in a further $22,000 being donated. Artists 

and bands were profiled in various publications for their 

respective events. Not one distributed media release failed 

to gain media attention, with most resulting in photos and 

attention-grabbing articles. 

Preparations are well in hand for market research to be 

conducted to evaluate public perception and understanding 

of cerebral palsy and the services the League provides. 

This research will guide the organisation into a rebranding 

process and possible renaming. Hand in hand will be the 

celebration of 60 years of continuous service for people with 

cerebral palsy and related disabilities in 2008. 

Ongoing Support 

Visiting the League website at www.cplqld.org.au or phoning 

1800 819 086 are the easiest ways to find ways to support 

the League. 

Through an amendment to Tax Laws, the option of donating 

listed shares is now possible. The amendment allows a tax 

deduction for donations of listed shares to deductible gift 

recipients (DGRs) from 1 July 2007. From this date, a tax 

deduction is available for donations of listed shares valued 

at $5,000 or less and acquired at least 12 months before 

the gift was made. The League suggests consultation with a 

financial advisor to discuss this option further. 

The Marketing and Fundraising team welcomes feedback 

from supporters to assist us in increasing the net value 

of programs, increasing the efficiency of administration 

procedures and recognising the valuable contributions 

of many in a variety of ways. Thanks are extended to the 

vast number of volunteers who assisted with events, mail 

processing and collection of funds. Thanks also go to the 

many clients and families who have assisted in media 

opportunities and promotions. Without their support, there 

would be no story to tell. 



client statistics 

350 

341 

140 

300 

120 

120 

250 

100 

200 

197 

80 

150 

100 

50 

0 

Brisbane inc. 

Sunshine 

Coast 

31 

Statewide 

Outreach 

Team 

4 

43 

Mackay Gold Coast Central South 

Queensland Queensland 

Country 

12 

27 27 

Wide Bay 

Burnett 

Total 

60 

40 

20 

0 

18 

Printabout 

City 

24 

Printabout 

Strathpine 

38 

Adept 

Packaging 

Tingalpa 

40 

Adept 

Packaging 

Rocklea 

Total 

1200 

1107 

525 

483 

1050 

450 


900 

750 

600 

450 

300 

150 

0 

350 

300 

680 

Brisbane inc. 

Sunshine 

Coast 

80 

Statewide 

Outreach 

Team 

21 

107 

57 84 78 

Mackay Gold Coast Central South 

Queensland Queensland 

Country 

Wide Bay 

Burnett 

Total 

266 

375 

300 

225 

150 

75 

0 

2000 

1500 

201 

Access 

North 

282 

Access 

South 

Total 

1868 

250 

200 

1250 

1000 

1029 

839 

150 

750 

100 

500 

50 

0 

30 33 

38 42 

29 38 

18 

24 

9 

5 

Capalaba Springfield Cascade Services Toowoomba Gladstone Total 

Moorooka Pathwayz Gold Coast Maryborough Rockhampton 

250 

0 

Adults 

North 

Adults 

South 

Total 

350 

300 

3200 

2800 

2873 

250 

242 

2400 

200 

150 

100 

50 

0 

98 

LAAS 

North 

47 

LAAS 

South 

22 

Sevenoaks 

4 

Chermside 

House 

12 

Gold 

Coast 

15 

30 

Rockhampton South 

Queensland 

Country 

14 

Hervey 

Bay 

Total 

2000 

1600 

1200 

800 

400 

0 

1523 

Adults 

1350 

Children 

Total

Director’s Report 

The Directors present their report together with the financial report of Cerebral Palsy League of Queensland (“the League”) for the year ended 30 June 2007 and 

the auditor’s report thereon. 

Directors 

The Directors of the League at any time during or since the end of the financial year are: 

Name and Qualifications 

Ms Rowena C McNally, 

LLB, MAICD, AFAIM 

Chairperson (from 12 March 2005) 

Mr Stephen G. Brady, 

MBA., B.Ed.St., M.Ed.St. 

Deputy Chairman 

Ms Susan B. Rix, 

B.Fin.Admin, FCA, GAICD, 

J.P. (Qualified) 

Treasurer 

Experience and Special Responsibilities 

Lawyer and company director 

Member, League Executive Appraisal; Finance, Audit and Compliance and Property Committees 

Sugar Industry Commissioner 

Chairperson Mount Isa Water Board 

Director WorkCover Queensland 

Director, Sisters of Charity & Holy Spirit Health Service Qld and Chair of Quality & Risk Committee. 

Member, Australian Institute of Company Directors; 

Associate Fellow, Australian Institute of Management; 

Deputy Chair, Law Council of Australia and Qld Law Society Corporations Law Committee; Member, Law 

Council E-Commerce Committee and Qld Law Society E-Commerce Committee; 

Member, Australian Corporate Lawyers Association (Qld Executive) and former Director and State and National 

President Australian Corporate Lawyers Association; 

Member, Institute of Arbitrators and Mediators Australia, (Qld Executive; registered Adjudicator (Building and 

Construction legislation) and accredited mediator and arbitrator 

Former Chair, Sugar Authority; 

Former Queensland State Chair, Companies Secretaries Institute 

League Director from June 2000 to October 2000 and October 2002 to present 

Regional Finance Manager, Fitzroy Central West Qld Region Department of Education, Training and the Arts 

Chairman, Executive Appraisal Committee 

Member, Finance, Audit & Compliance and Marketing & Fundraising Committees 

League Director from September 1993 to October 1999 and November 2000 to present 

Partner, BDO Kendalls, Chartered Accountants and Advisers. 

Registered Tax Agent 

Director, QUT Enterprise Holdings Pty Ltd 

Director, QR Ltd. 

Councillor, Australian Institute of Company Directors – Queensland Division 

Committee Member, Australian Taxation Office, National Lodgement Working Party, & Australian Tax Practicioners’ 

Forum 

Committee Member, Department of Main Roads Audit Committee 

Member and former President, Rotary Club of Brisbane High Rise 

Former Director, Port of Brisbane Corporation 

Former Director, Queensland Rural Adjustment Authority 

Former Treasurer, Noah’s Ark Resource Centre (Formerly Noah’s Ark Toy Library for Handicapped Children) 

Formerly League Chairperson 

Chairperson, League Finance, Audit & Compliance Committee and Chairman, Property Committee 

Member, Executive Appraisal Committee 

League Director May 1995 to present 

Cerebral Palsy League of Queensland ( ) 

Dr Yvonne R. Burns, AO 

Associate Professor, Honorary Research Consultant, University of Queensland 

Member of the Australian Physiotherapy Association 

Chairman, National Paediatric Physiotherapy Academic and Clinical Standards Committee 

Deputy Chairperson, Wesley Mission Brisbane Board 

Chairperson, Ecumenical Tertiary Chaplaincy Committee 

Member, Wesley Mission Brisbane, Council 

Chairperson, League Disability Services Committee. 

League Director June 2000 to present 

Ms Helen M. Darch 

B.A., Grad Dip. Info Service 

M. Ed. (Training & Development) 

Director, Nedhurst Consulting 

Member, Australian Market & Social Research Society 

Member, Society of Business Communication 

Judge in 2004, 2005, 2006 and 2007 “ Smart Women, Smart State Awards” 

Chairperson, League Marketing and Fundraising Committee 

League Director July, 2006 to present.

Name and Qualifications 

Mr Graham R. Davies 

Experience and Special Responsibilities 

Cane and Cattle Producer from Mackay 

Chairman of the Queensland Rural Adjustment Authority 

Chairman of the Mackay Port Authority 

Former Chairman of Mackay Sugar Cooperative Association Limited 

Former Director New Zealand Sugar Company Ltd 

Former Director Sugar Australia Pty Limited 

Former Director Queensland Sugar Limited 

Member, League Executive Appraisal, Marketing and Fundraising and Property Committees 

League Director, August 2003 to present 

Mr Desmond T. Orr 

Pensioner 

Committee Member, Toowoomba City Council Disability Advisory Committee 

Committee Member, H.H.E.L.P. (Darling Downs) Inc 

Board Representative, Client Consultative Committee 

Member, Disability Services Committee 

League Director December 1990 to present 


Mr Michael G. Pini 

B. Bus (Accountancy) 

Graduate Diploma in Taxation 

CPA 

Mr Ronald H. Porter 

Dip. Mech. Engineering 

Mr Kevin P. Rodgers, 

PSM Cert. Teaching, 

Grad. Dip. Of Special Education 

B.Ed., B.A., M.Ed.St. 

(Resigned as a Director on 2 February 

2007) 

Tax Counsel – Australian Taxation Office 

Member Australian Society of Certified Practising Accountants 

Member, Disability Services and Finance Audit and Compliance Committees 

Appointed to fill a casual vacancy on 20 December 2006 

Retired - previously Water Maintenance Manager and Project Engineer 

Member, League Property Committee 

League Director, October 2002 to present 

Principal, Barrett Adolescent Centre School. 

Former Board Representative, Client Consultative Committee 

Former Member, League Disability Services and Marketing and Fundraising Committees 

League Director from October 1998 until date of resignation of 2 February, 2007 

COMPANY SECRETARY 

Mr Gregory Cuffe B.Bus. CA, was appointed to the position of company secretary in December 2003. Mr Cuffe joined the company after a thirty year career in 

public accounting in the disciplines of auditing, insolvency and corporate accounting and finance. 

CORPORATE GOVERNANCE STATEMENT 

This statement outlines the main corporate governance practices in place throughout the current financial year. Such practices are based on the ASX Corporate 

Governance Council recommendations. Although the League is not legally bound to follow these guidelines, the Directors have adopted many of these 

recommendations and their disclosure can be found in this statement. The adoption of best practice guidelines is considered by the Directors to be in the best 

interests of the League and will also assist the League in satisfying the expectations of clients and stakeholders, including government agencies, funding 

bodies, sponsors and donors. 

The ASX have recently amended their Corporate Governance Council recommendations. The Board will be reviewing these amended recommendations and will 

continue to adopt good corporate governance practices as appropriate to the League’s organisational structure and particular circumstances. 

BOARD OF DIRECTORS 

Role of the Board 

The Directors’ overriding objective is to provide quality services and supports, which will enable and empower people with cerebral palsy and related disabilities 

to create and access opportunities to lead valued lives as respected and equal members of society within their family and community. In order for the League 

to achieve this objective, the Directors must ensure that the League continues to be relevant to the needs of clients and stakeholders, and importantly, that the 

League remains financially sustainable into the future. 

The Board, which is comprised totally of non-executive members has delegated responsibility for operation and administration of the League to the Chief 

Executive Officer and executive management. 

Responsibilities are delineated by formal authority delegations. Notwithstanding these delegations, the functions of the Board are clearly defined according 

to good corporate governance principles and include: responsibility for formulating its strategic direction; approval of the annual budget and financial plan; 

monitoring financial performance including approval of the financial reports and liaison with the League’s auditors; assessment of the performance of the Chief 

Executive Officer; monitoring managerial performance; ensuring the significant risks facing the League have been identified and appropriate and adequate

control, monitoring and reporting mechanisms are in place, and reporting to members, stakeholders and regulatory authorities. A description of the League’s 

main corporate governance practices is set out below. All these practices, unless otherwise stated, were in place for the entire year. 

The Directors are committed to the principles underpinning best practice in corporate governance, applied in a manner which is best suited to the League and 

which will allow the Directors to discharge their responsibilities to members, other stakeholders and to the League as a whole. Following on from this, the Board 

will commence an internal audit process in the next financial year. 

The structure of the Board is fundamental to achieving these objectives. It is the role of management to propose strategies and to carry out agreed plans. 

It is important that the Board, which has ultimately the responsibility for the League’s direction and performance, is composed of Directors able to consider the 

issues with both compassion and understanding of the needs of clients and stakeholders as well having the appropriate independence and skills commensurate 

with the League’s services, commercial and other activities and with the League’s governance and fiscal obligations. Many of the League’s Directors have or 

have had relatives with cerebral palsy or have in some way a strong personal connection with the League. Importantly from a corporate governance perspective, 

the Board also comprises a number of independent non-executive Directors, recruited for specific commercial and professional expertise. The Board is confident 

that the current mix of Directors’ expertise and perspective will allow the Board to continue to meet its objectives and responsibilities for the good governance 

of the League. 

Board operations 

In 2007, the Board met eight times. The League’s financial performance is monitored by regular analysis of financial statements and an evaluation of progress 

against budgeted and key benchmarks. In addition, the Board has determined to undertake a regular review of progress against the long term goals set out in 

the League’s Strategic Plan. 

Directors spend time reading and analysing Board papers and reports submitted by management and they engage in regular discussions with management, 

primarily through the various Board committees. The views of the Chairman and Directors are canvassed regularly by the Chief Executive Officer and the 

executive team on a range of strategic and operational issues. Senior executives often attend Board and committee meetings to report on matters. 

An important feature of good corporate governance is that the Board periodically assess whether there is a need for particular skills, qualifications or experience 

to be brought onto the Board. The whole Board participates in this process. 

The Board Directors have also developed and adopted a Code of Conduct and confirmed their intention to be bound by that Code. In the event that a Director 

has a potential or actual conflict of interests, such as an ongoing commercial or other relationship, the director involved is required to withdraw from all 

deliberations where the conflict of interest may arise unless all other Directors determine that the director may continue to participate in such deliberations. 

Directors also have the opportunity to visit League facilities and offices and to meet with management in order to gain a better understanding of League 

operations. 

Directors’ Meetings 

Name of Director 

RC McNally (Chairperson) 

SG Brady 

YR Burns 

HM Darch 

GR Davies 

DT Orr 

MG Pini (Appointed 20/12/2006) 

R Porter 

SB Rix 

KP Rodgers (Resigned 2/2/2007) 

• permanent residence in Queensland; 

No. of 

meetings 

eligible to 

attend 

No. of 

meetings 

attended 

Independent advice and Access to Company Information 

A Director may with the prior written approval of the Chairperson seek their own 

independent legal advice at the League’s expense to assist them in the performance 

of their duties to the League and the members. Due to the cost of obtaining legal 

services, the Board would generally be consulted before such consent was given. 

It is anticipated that the need for such advice would only arise in extraordinary 

circumstances and to date, no such request has been made. 

Each director has the right of access to relevant League information and to the 

League’s executives. 

Composition of the Board 

The names of the Directors of the League in office at the date of this report are set out 

in the Directors’ report on pages 1-2 of this report. The composition of the Board is 

determined using the following principles: 

• a minimum of 7 Directors and a maximum of 11 Directors, to allow Directors to serve 

on committees without overburdening them or making it difficult for them to discharge 

their responsibilities; 

• expertise and skills to ensure the Board composition includes a broad range of relevant knowledge, skills, understanding and experience 

• all non – executive and independent Directors including the Chairperson 

• enough Directors to serve on various committees without overburdening the Directors or making it difficult for them to fully discharge their 

responsibilities 

An independent director is a director who is not a member of management (a non – executive director) and who: 

• does not hold any office for profit under the League; or 

8 

8 

8 

7 

8 

8 

4 

8 

8 

4 

• is not directly or indirectly interested in any contract or proposed contract with the League. 

8 

8 

7 

7 

7 

8 

4 

7 

7 

3 

• is free from any interest and any business or other relationship which could, or could reasonably be perceived to, materially interfere with the director’s 

ability to act in the best interests of the League. 

Cerebral Palsy League of Queensland ( )


Insurance of Directors and Officers 

Since the end of the previous financial year the League has paid insurance premiums in respect of Directors’ and Officers’ Liability and legal expenses’ 

insurance contracts for current and former Directors and officers of the League. 

The Directors have not included details of the nature of the liabilities covered or the amount of the premium paid in respect of the Directors’ and Officers’ 

Liability and legal expenses’ insurance contracts as such disclosure is prohibited under the terms of the contract. 

Board processes 

The Board usually meets every 6 – 8 weeks. Additional Board meetings may be scheduled at such other times as may be necessary to address any special 

significant matters that may arise 

The agenda for meetings is prepared in conjunction with the Chairperson and Chief Executive Officer. Standing items include the Chief Executive’s report, 

financial reports, marketing and fundraising reports, governance and compliance. The Board also regularly considers matters and strategic issues facing the 

League Board papers are circulated in advance to ensure that Board Directors have sufficient opportunity to properly review Board papers before each Board 

meeting. Executives are regularly involved in Board discussions and Directors periodically make visits to League facilities and supported businesses to meet 

with staff, clients and other stakeholders/ During 2007 various Directors have again visited League owned service facilities and supported businesses. 

The Board’s strategic planning process is undertaken in conjunction with staff, member, client and other stakeholder representatives. During the year the Board 

also implemented a consultation process which will allow it to consult directly on important strategic issues with representatives from important stakeholder 

groups, such as the Client Consultative Committee and the Parents’ and Guardians’ Committee. 

The Board has established a number of committees to assist in the execution of its duties and to allow detailed consideration of important matters. A separate 

nomination committee has not been established as this task is carried out by the Board as a whole. 

There are written terms of reference for each of the Board committees. These set out the roles and responsibilities, composition, structure and membership 

requirements for the committee and the manner in which the committee is to operate. The Board approves all committee terms of reference and reviews them on 

an annual basis. An important function of the Committees is to review and make recommendations to the Board on matters that are required to be determined 

by the Board. 

Finance Audit & Compliance Committee 

The Finance, Audit & Compliance Committee is chaired by an independent non-executive director with expert financial qualifications (Ms Susan Rix) and 

comprises other Directors, including Directors with commercial and legal expertise. Other members of the committee as at 30 June, 2007 are Ms Rowena 

McNally, Mr Stephen Brady and Mr Michael Pini. Mr Pini was appointed to this committee on 3 February, 2007. 

The Chief Executive Officer and the Manager Organisational Services/Company Secretary attend the Finance, Audit & Compliance Committee by invitation. 

The committee met four times in 2007 and monitors the adequacy of the internal controls, accounting policies, financial reporting, risk management and 

compliance with statutory financial requirements. The committee reviews the League’s annual accounts and interim reports prior to their submission for 

approval by the League Board. 

Disability Services Committee 

This Committee is chaired by Dr Yvonne Burns AO. Other members of the committee as at 30 June, 2007 are Mr Des Orr and Mr Michael Pini. Mr Michael Pini 

was appointed to this committee on 3 February, 2007. Mr Kevin Rodgers was a member of this committee until his resignation on 2 February, 2007. The role of 

this Committee includes understanding and advising the Board on disability services matters, including the lifestyle needs of people with cerebral palsy and 

related disabilities. 

The Committee provides advice on matters including services, research and funding. It is also expected to promote informed discussion on disability service 

issues with relevant stakeholder groups of the League and the wider community and act as a forum to provide information and feedback from outside services 

for the benefit of services to clients and families. This committee met four times during 2007. 

Property Committee 

This Committee is chaired by Ms Susan Rix and has been tasked with the responsibility of reviewing the League’s requirements in relation to property and of 

providing recommendations and oversight of various property projects that have been approved by or are being considered by the Board from time to time. Other 

members of this committee as at 30 June, 2007 include Ms Rowena McNally, Mr Graham Davies and Mr Ron Porter. The Chief Executive Officer and the Manager 

Organisational Services/Company Secretary attend the Property Committee by invitation. 

This Committee met three times in 2007. During this time the two significant property matters considered by the committee, and on which decisions were 

subsequently made by the Board, have been the redevelopment of the New Farm site which settled in April 2007 and ongoing investigation into various options 

available for the Fig Tree Pocket site. 

Executive Appraisal Committee 

The Executive Appraisal Committee is chaired by Mr Stephen Brady and currently comprises four Directors, including the Chairperson and the Chief Executive 

Officer. Other members of this committee as at 30 June, 2007 include Ms Rowena McNally, Ms Susan Rix and Mr Graham Davies. This committee is responsible 

for reviewing the compensation arrangements for senior executives. The Chief Executive Officer does not participate in meetings which consider his 

remuneration. 

Remuneration and other terms of employment are reviewed annually by the committee having regard to performance against goals set at the start of the year, 

relevant comparative information and independent expert advice. As well as base salary, remuneration packages include superannuation and may include 

various components of salary sacrifice and salary packaging. This committee met once in 2007.

Marketing and Fundraising Committee 

The Marketing and Fundraising Committee is chaired by Ms Helen Darch who was appointed to that role on 3 February, 2007. The function of this committee is 

to review and monitor marketing and fundraising activities and to consider and make recommendations to the Board regarding new marketing and fundraising 

proposals. 

Other members of this committee as at 30 June 2007 were Mr Stephen Brady (Chair until 3 February, 2007), and Mr Graham Davies. Mr Kevin Rodgers was a 

member of this committee until his resignation on 2 February, 2007. 

Director 

Executive 

Appraisal 

Disability 

Services 

Finance, 

Audit & 

Compliance 

SG Brady 1/1 3/4 5/5 

YR Burns 4/4 

H M Darch 5/5 

Marketing 

& 

Fundraising 

GR Davies 1/1 3/5 1/3 

RC McNally 1/1 4/4 3/3 

MG Pini 

(appointed to all relevant committees 

on 3/2/07) 

DT Orr 3/4 

2/2 1/1 

R Porter 3/3 

SB Rix 1/1 4/4 3/3 

KP Rodgers 

(resigned from all relevant 

committees on 2 February 2007) 

1/2 1/2 

Directors’ participation in Committees 2007 

For each meeting the first figure indicates the number of 

meetings attended and the second figure indicates the number 

of meetings the director was eligible to attend. 

Other meetings 

Directors who represented the League in the meetings of the 

Client Consultative Committee, the Parents and Guardians 

Committee, the Ethics Committee and all advisory committees 

to the Board, during the year are Mr D. Orr, Ms R. McNally, Mr R 

Porter and Mr K. Rodgers. 

Board performance, remuneration and expenses 

None of the Directors receive remuneration in connection with 

the performance of their Board or committee duties. Some Board 

Directors are reimbursed from time to time in respect of outof-pocket 

expenses such as travelling and telephone expenses. 

Most out-of-pocket expenses associated with participation in 

League meetings and activities are borne by the individual 

Directors. 

Auditors 

The Board is of the opinion that there are no matters of which it is aware that would impair the independence of its external auditors. 

The professional relationship with the League’s external auditors is service-driven. Fees are charged by the external auditors for audit services of both a 

statutory and regulatory nature. The auditors’ fees for other service areas are negligible. 

The external auditors have a policy of attending all general meetings of the League and being available to answer questions concerning the audit and the 

content of the auditor’s report. The external auditors are also invited to attend relevant meetings of the Finance Audit and Compliance Committee. 

Financial reporting 

The Chief Executive Officer and the Manager Organisational Services/Company Secretary have made the following certifications to the Board: 

• that the League’s financial reports are founded on a sound system of risk management and internal compliance and control which implements the 

policies adopted by the Board; and 

• that monthly actual results are reported against budgets approved by the Directors. 

Risk management – Overview of Risk Management System 

The Board oversees the establishment, implementation and regular review of the League’s Risk Management System. Executive Management have been given 

the responsibility of establishing and implementing the Risk Management System for assessing, monitoring and managing operational, financial reporting and 

compliance risks for the League. The Chief Executive Officer, the Manager Organisational Services and the Manager Service Development and Policy have this 

responsibility and have commenced this process during the current financial year. They have declared in writing to the board, that the financial reporting risk 

management and associated compliance and controls have been assessed and found to be operating efficiently and effectively. 

The operational and other risk management compliance and controls have also been assessed and found to be operating efficiently and effectively. 

Risk Profile and Monitoring System 

The Finance, Audit and Compliance committee will report to the full Board on a regular basis on the status of identified risks through integrated risk management 

programs aimed at ensuring risks are identified, assessed and properly managed. 

Each Service Region and business operational unit is responsible and accountable for implementing and managing the standards required by the program. 

Major risks arise from such matters as government policy changes, high level of dependency on government funding, service environment, occupational health 

and safety, property matters, financial reporting and the purchase development and use of information systems. 

Risk Management and compliance and control 

The League strives to ensure that its products and service delivery are of the highest standard. The League is currently certified as a Quality Assured organisation 

under the QLD Disability Service Standards, Commonwealth Disability Service Standards, and AS/NZS ISO 9001-2000. 

The Board is responsible for the overall internal control framework, but recognises that no cost-effective internal control system will preclude all errors and 

irregularities. The League’s internal compliance and control systems include: 

Property 


• Service Region and Operating Unit controls – Service and Operating Units are required to comply with financial controls and procedures including 

information system controls detailed in procedures manuals 

• Functional Specialty Reporting – Key areas subject to regular reporting to the Board include Property Projects, Financial Operations and Marketing 

and Fundraising Initiatives 

• Investment Appraisal – Guidelines for Capital expenditure, levels of authority and project assessment are used 


In addition, practices have been established to ensure: 

• 

• 

• 

• 

• 

• 

• 

Financial exposures are controlled 

Capital expenditure above a certain size obtain prior Board approval 

Occupational health and safety standards are monitored and regularly reviewed to achieve high standards of performance and compliance with 

regulations 

Business transactions are properly authorised and executed 

Environmental regulation compliance 

The quality and integrity of personnel is identified and maintained 

Financial reporting accuracy and compliance with the financial reporting regulatory framework 

Compliance with changes in government regulation 

One of the significant risks currently being managed by the League relates to the cost of compliance with government regulatory change. Many of the League’s 

building facilities are now aged and there is continuing financial pressure upon the League to meet new and improved government standards. The introduction 

of new fire safety regulations brought with it the potential to impact significantly upon the League’s ability to provide services due to the extremely high cost 

of ensuring that that all the League’s buildings are fully compliant. During the year the Directors have been required to urgently consider various options, 

particularly in relation to Fig Tree Pocket, to ensure that this potential impact can be managed and addressed in a timely manner and without detriment to the 

League or its clients. 

Occupational health and safety 

The Chief Executive Officer is responsible for ensuring the ongoing employee awareness of health and safety issues in the workplace. The League’s premiums are 

affected by the level of statutory and common law claims and the importance of this issue to the League was highlighted in 2003 by an extremely large increase 

in the League’s Workcover premium. In recent years, significant emphasis has been placed on educating staff, clients and their families on the importance of 

complying with directives relating to occupational health and safety, such as correct lifting procedures. This had the effect of reducing major injuries and of 

significantly reduced current year Workcover premiums from the 2003 levels however there has again been an increase in injuries in the 2004-2005 financial 

year which has contributed, once again, to a rise in premiums. Occupational health and safety is an extremely important issue for the League and its staff 

and clients and will be the focus of continued education during the year to ensure there is a good understanding of the importance of compliance with safe 

practices. The Board and senior management continually monitor employer safety statistics, review work practices and receive reports on the results of incident 

investigations throughout the year. 

Product liability 

This risk relates to the construction, adjustment and maintenance of equipment undertaken by Equipment Technology Services and is addressed through 

contractual arrangements and the League’s Quality Assurance processes. 

Assessment of effectiveness of risk management 

The Board is currently overseeing the establishment of an internal audit function to help it in ensuring compliance with internal controls and risk management 

programs. The internal audit reports will be issued to the Chairperson and to the Chairperson of the Finance Audit & Compliance Committee/Treasurer and 

tabled at the Finance Audit and Compliance committee meetings. This committee will be responsible for approving the program of internal audit visits to be 

conducted each financial year and the scope of the work to be performed. An independent review to assess and evaluate the quality of the internal function and 

its effectiveness will be performed at regular intervals to be determined by the committee. 

The committee will also be responsible for making recommendations to the Board concerning the appointment and dismissal of an internal auditor. 

Ethical Standards 

All Directors, managers and employees of the League are expected to act with the utmost integrity and objectivity, striving at all times to enhance the reputation 

and performance of the League. Every employee has a nominated supervisor to whom they may refer any issues arising from their employment. Executive 

Management have commenced the process of developing an Ethical Standards Manual which will document such policies. 

Code of Conduct 

The League has a policy that all Directors, managers and employees must comply with the Code of Conduct that is contained in the ethical standards manual. 

The policy addresses the following: 

• Aligning the behaviour of the Board, management and employees with the code of conduct by maintaining appropriate core company values and 

objectives 

• Fulfilling responsibilities to clients, customers and consumers by maintaining high standards of service delivery, product quality and safety of goods 

produced 

• Usefulness of financial information by maintaining integrity of data, appropriate accounting policies, practice and disclosure 

• Maintaining employment practices such as occupational health and safety, employment opportunity and community activities.

• Dispute resolution 

• Conflicts of interest 

• Responsibilities to the individual client, such as privacy, use of privileged or confidential information 

• Confidentially of corporate information 

• Compliance with legislation and laws 

• Fair dealing 

• Reporting of unethical behaviour 

• Protection and proper use of the company’s assets 

Quality and integrity of personnel 

A formal appraisal process has been implemented that requires that appraisals be conducted at least annually for all employees. Training and development 

opportunities and appropriate remuneration with regular performance reviews create an environment of cooperation and constructive dialogue between 

employees and senior management. 

Environmental Regulation 

The League’s operations do not pose any significant risk under either Commonwealth or State environmental legislation. However, the Board believes that the 

League has adequate systems in place for the management of its environmental obligations and is not aware of any breach of environmental requirements as 

they apply to the League. 

Members 

As at 30 June 2007 there were 238 members (2006: 247 members) of the League. To be a client of the League you do not need to be a member. 

Principal Activity 

The principal activity of the League during the financial year was the provision of services to people with cerebral palsy or related disabilities. No significant 

change in that activity has taken place during the year. 

Review and Results of Operations 

The operating deficit for the year ended 30 June 2007, as shown in the Income Statement, was $83,826 (2006: $729,119 deficit). 

The League continued to expand its service activities particularly in the area of lifestyle packages for individual adults and employment services. Government 

grants to fund the provision of services to children and adults increased from $27.451 million to $30.893 million. Revenue from sales, manufacture and 

modifications of specialised equipment and technical aids increased from $2.762 million to $3.063 million. 

Charitable fundraising activities helped fund service provision by producing a net income of $0.951 million as compared with $1.269 million last year. 

Overall, revenue and other income increased by 11.2% to $39.564 million while expenses increased by 7.13 % to $39.573million. 

Dividends 

No dividends were paid during the year and no recommendation is made as to dividends as Cerebral Palsy League of Queensland is prohibited by its Constitution 

from paying dividends to its members. 

State of Affairs 

In the opinion of the Directors there were no significant changes in the state of affairs of the League that occurred during the financial year under review not 

otherwise disclosed in this report or the financial statements. 


Events Subsequent to End of Financial Year 

The Directors advise that there has not arisen, in the interval between the end of the financial year and the date of this report, any item, transaction or event of 

a material and unusual nature likely, in the opinion of the Directors, to affect the operations or state of affairs of the League. 

Likely Developments 

The League is continuing with the redevelopment of its property site at Fig Tree Pocket. 

Other than the above the Directors do not believe there will be any material changes in the operations of the League for the next twelve months. 

Non-audit Services 

During the financial year KPMG, the League’s auditor, has performed certain other services in addition to their statutory duties. The Board has considered the 

non-audit services provided during the year by the auditor, and is satisfied that the provision of those non audit services during the year by the auditor is 

compatible with and did not compromise the auditor independence requirements of the Corporations Act 2001 for the following reasons: 

• All non-audit services were subject to the corporate governance procedures adopted by the League and have been considered to ensure they do not impact 

the integrity and objectivity of the auditor 

• The non audit services provided do not undermine the general principles relating to auditor independence as set out in APES 110 Code of Ethics for 

Professional Accountants, as they do not involve reviewing or auditing the auditor’s own work, acting in a management or decision making capacity for 

the League, acting as an advocate for the League, or jointly sharing risks and rewards.

A copy of the auditor’s independence declaration as required under Section 

307C of the Corporations Act 2001 is included in the Directors’ Report. 

Details of the amounts paid to the auditor of the Company, KPMG, for 

audit and non-audit services provided during the year are set out in Note 

23. 

Lead auditor’s independence declaration 

The Lead auditors’ independence declaration is set out on page 8 and 

forms part of the Directors’ Report for the year ended 30 June 2007. 

Dated as Brisbane this 13th day of October 2007 and signed in 

accordance with a resolution of the Directors. 

Lead auditor’s independence declaration under 

Section 307C of the Corporations Act 2001 

To: the Directors of Cerebral Palsy League of Queensland: 

Level 30 Central Plaza One 

345 Queen St 

Brisbane QLD 4000 

GPO Box 223 


Australia 

ABN: 51 194 660 183 

Ph: +61 7 3233 3111 

Fx: +61 7 3220 0074 

www.kpmg.com.au 

I declare that, to the best of my knowledge and belief, in relation to the audit 

for the financial year ended 30 June 2007 there have been: 

no contraventions of the auditor independence requirements as set out in 

the Corporations Act 2001 in relation to the audit; and 

R. McNally 

Chairperson 

no contraventions of any applicable code of professional conduct in 

relation to the audit. 


Revenue 

(Loss)/Profit on sale of assets 

Cost of Sales 

Employee expenses 

Depreciation & Amortisation 

Bus and Vehicle Expenses 

Operating lease rentals, rates, rent, power & insurance 

Postage and telecommunications expenses 

Printing and Office Supplies 

Property, plant and equipment maintenance expenses 

Travelling expenses 

Chemist & Therapy Supplies 

General Contracts & Domestic Payments 

Computer Maintenance, Licence Fees & Software 

Other expenses from ordinary activities 

KPMG Simon Crane 

Partner 

Dated at Brisbane this 15th day of October 2007. 

Income Statement for the year ended 30 June 2007 

NOTE 2007 

5 

6 

$ 

39,564,314 

(537,413) 

(1,266,623) 

(29,345,189) 

(1,413,518) 

(1,347,534) 

(1,290,390) 

(815,114) 

(353,017) 

(606,346) 

(434,132) 

(96,147) 

(300,805) 

(208,932) 

(1,632,980) 

2006 

$ 

35,578,194 

633,016 

(1,378,189) 

(27,938,510) 

(1,669,442) 

(1,100,476) 

(1,094,877) 

(826,091) 

(365,356) 

(535,448) 

(343,363) 

(122,317) 

(281,504) 

(184,058) 

(1,100,698) 

Loss for the year (83,826) (729,119) 

The accompanying notes numbered 1 to 32 form part of these financial statements.

Statement of recognised Income & Expense For the year ended 30 June 2007 

Revaluation of equity securities available for sale 

Revaluation of land held for sale 

NOTE 2007 

$ 

31 

31 

21,840 

48,540 

2006 

$ 

17,500 

368,400 

Net income recognised directly in equity 70,380 385,900 

(Loss) for the year 30 (83,826) (729,119) 

Total recognised expense for the year (13,446) (343,219) 

The accompanying notes numbered 1 to 32 form part of these financial statements. 

Balance Sheet as at 30 June 2007 

Current Assets 

Cash assets and cash equivalents 

Trade and other receivables 

Assets classified as held for sale 

Inventories 

NOTE 2007 

$ 

8 

9 

10 

11 

3,077,834 

2,633,464 

3,132,060 

670,843 

2006 

$ 

522,235 

1,626,621 

1,908,900 

621,698 

Total Current Assets 9,514,201 4,679,454 

Non-Current Assets 

Investments 

Intangible assets 

Land held for sale 

Property, plant and equipment 

12 

13 

14 

15 

39,340 

1,092,393 

5,005,873 

9,744,855 

17,500 

1,003,020 

9,771,733 

8,754,632 

Total Non-Current Assets 15,882,461 19,546,885 

Total Assets 25,396,662 24,226,339 

Current Liabilities 

Trade and other payables 

Employee benefits 

Provisions 

Interest-bearing liabilities 

Other 

16 

17 

18 

19 

20 

2,968,672 

2,369,728 

67,508 

3,976,227 

4,189,775 

3,365,912 

2,044,088 

67,508 

3,822,453 

3,190,416 

Total Current Liabilities 13,571,910 12,490,377 

Non-Current Liabilities 

Interest – bearing liabilities 

Employee benefits 

19 

17 

208,990 

513,251 

- 

620,005 

Total Non-Current Liabilities 722,241 620,005 

Total Liabilities 14,294,151 13,110,382 

Net Assets 11,102,511 11,115,957 

Accumulated Funds 30 6,231,418 1,848,519 

Reserves 31 4,871,093 9,267,438 


11,102,511 11,115,957 


Cash flows from operating activities 

Receipts from government funding 

Receipts from net charitable fundraising 

Receipts from customers, clients and others 

GST collected 

Statement of cash flows for the year ended 30 June 2007 

NOTE 2007 

$ 

32,046,449 

1,028,729 

4,105,793 

4,222,066 

2006 

$ 

27,639,057 

1,682,227 

2,593,984 

3,304,259 

Cash receipts in the course of operations 41,403,037 35,219,527 

Payments to employees and suppliers 

GST paid to suppliers 

GST paid to ATO 

(36,844,532) 

(1,712,547) 

(3,074,787) 

(33,698,416) 

(1,412,287) 

(1,949,136) 

Cash payments in the course of operations (41,631,866) (37,059,839) 


Net cash from operating activities 22(b) (228,829) (1,840,312) 

Cash flows from investing activities 

Acquisition of intangible assets 

Acquisition of property, plant and equipment 

Proceeds from sale of property, plant and equipment 

(593,316) 

(1,868,594) 

4,674,964 

(556,074) 

(3,105,117) 

5,417,891 

Net cash from investing activities 2,213,054 1,756,700 

Cash flows from financing activities 

Proceeds from borrowings 

Repayment of borrowings 

Interest and dividends received 

6,947,958 

(7,524,832) 

208,610 

405,150 

(1,362,387) 

128,976 

Net cash from financing activities (368,264) (828,261) 

Net increase/(decrease) in cash held 1,615,961 (911,873) 

Cash at the beginning of the financial year 522,235 1,434,108 

Cash and cash equivalents at 30 June 2007 22(a) 2,138,196 522,235 


Notes to the financial statements for the year ended 30 June 2007 

NOTE 1. REPORTING ENTITY 

The Cerebral Palsy League of Queensland (the “Company” or the “League”) is a company limited by guarantee and domiciled in Australia. The address of the 

League’s registered office is 55 Oxlade Drive, New Farm Queensland. The League is primarily concerned with the provision of services to people with cerebral 

palsy or related disabilities. A summary of the significant accounting policies used in the preparation of this report is contained below. 

NOTE 2. BASIS OF PREPARATION 

The financial report is a general purpose financial report which has been prepared in accordance with Australian Accounting Standards, (‘AASBs’) (including 

Australian Interpretations) adopted by the Australian Accounting Standards Board (‘AASB’) and the Corporations Act 2001. 

The financial report was authorised for issue by the Directors on 13 October, 2007. 

Financial Position 

As disclosed in these financial statements, the League currently has an excess of current liabilities over current assets of $4,057,709 (2006 $7,810,923). 

In the 2006 financial statements there was an amount of $2,184,840 in current interest bearing liabilities that represented the amount borrowed to refurbish 

the League’s head office building at New Farm. This amount was disclosed as a current liability in the prior year and was repaid in full during the current 

financial year out of the proceeds of sale of the surplus New Farm land as disclosed in Note 19. 

The residual proceeds from the sale amounting to $2,385,160 (less applicable GST) have been retained in the League as a cash reserve to protect cash flow. 

In addition to the New Farm land, the League has commenced the redevelopment of its other large parcel of surplus land in the Brisbane suburb of Fig Tree 

Pocket which it is anticipated will add an additional cash reserve once completed in the next few years. 

Use of estimates and judgements 

The preparation of financial statements requires management to make judgements, estimates and assumptions that affect the application of accounting 

policies and the reported amounts of assets, liabilities, income and expenses. Actual results may differ from these estimates.

Estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate 

is revised and in any future periods affected. 

In particular, information about significant areas of estimation uncertainty and critical judgements in applying accounting policies that have the most 

significant effect on the amount recognised in the financial statements are described in the following notes: 

• Note 14 – valuation of land held for sale 

• Note 18 – provisions 

Basis of Measurement 

The financial report is presented in Australian Dollars and prepared on the historical cost basis except that investments and land held for sale are stated at their 

fair value. 

NOTE 3. SIGNIFICANT ACCOUNTING POLICIES 

The accounting policies set out below have been applied consistently to all periods presented in these financial statements. 

(a) Trade and Other Receivables 

Trade Receivables are requested to be settled within 30 days and are carried at amounts due. The collectibility of receivables is assessed at balance date and 

as a result, trade and other receivables are stated at their amortised cost less impairment losses. The Board of Directors approves any bad debts written off. 

(b) Revenue and Other Income 

Sale of Goods 

Revenue from the sale of goods is recognised in the income statement when the significant risks and rewards of ownership have been transferred to the buyer. 

No revenue is recognised if there are significant uncertainties regarding recovery of the consideration due, the costs incurred or to be incurred cannot be 

measured reliably, there is a risk of return of goods or there is continuing management involvement with the goods. 

Rental Income 

Rental income is recognised in the income statement when billed to residents of the League’s residential facilities. The League does not lease any investment 

property. 

Finance Income 

Finance income comprises interest on funds invested and dividend income. Interest is recognised in the income statement as it accrues, using the effective 

interest method. Dividend income is recognised in the income statement on the date of receipt of the dividend. 


Contributions of Assets 

Contributions of assets and contributions to assist in the acquisition of assets, being non-reciprocal transfers, are recognised as revenue at the fair value of 

the asset received when the League gains control of the contribution. 

(c) Goods and Services Tax 

Revenues, expenses and assets are recognised net of the amount of goods and services tax (GST), except where the amount of GST incurred is not recoverable 

from the Australian Tax Office (ATO). In these circumstances, the GST is recognised as part of the cost of acquisition of the asset or as part of the expense. 

Receivables and payables are stated with the amount of GST included. 

The net amount of GST recoverable from, or payable to, the ATO is included as a current asset or liability in the balance sheet. 

Cash flows are included in the statement of cash flows on a gross basis. The GST components of cash flows arising from investing and financing activities which 

are recoverable from, or payable to, the ATO are classified as operating cash flows. 

(d) Property, Plant and Equipment 

Items of property, plant and equipment are initially recorded at cost of acquisition at the date of acquisition.Costs incurred on assets subsequent to initial 

acquisition are capitalised when it is probable that future economic benefits in excess of the originally assessed performance of the asset will flow to the League 

in the future, otherwise, the costs are expensed as incurred. 

Items of property, plant and equipment, including buildings and leasehold property but excluding freehold land, are depreciated over their estimated useful 

lives. Assets are depreciated from the date of acquisition and the straight line method of depreciation is used in all cases. The depreciation rates used for each 

class of asset for the current and previous year are as follows: 

• Buildings and leasehold improvements 3%-5% 

• Furniture and equipment 20%-33% 

• Motor vehicles 20% 

Operating leases 

Payments made under operating leases are recognised in the income statement on a straight-line basis over the term of the lease.

(e) 

Land held for Resale 

Development properties are carried at fair value. The carrying value of these assets also includes the costs of development and holding costs such as borrowing 

costs, rates and taxes. Borrowing costs and other holding costs incurred after completion of development, are expensed. 

Revaluations 

Land held for resale is revalued with sufficient regularity to ensure the carrying amount of each asset in the class does not differ materially from fair value 

at reporting date. Independent valuations are obtained each year. Revaluation increments, on a class of assets basis, are recognised in the asset revaluation 

reserve except that amounts reversing a decrement previously recognised as an expense are recognised as revenues. 


(f) Impairment 

The carrying amounts of the League’s assets, other than inventories (see accounting policy 1(j)) are reviewed each reporting date to determine whether there is 

any indication of impairment. If such indication exists, the asset’s recoverable amount is estimated (see below). For land held for resale the recoverable amount 

is estimated annually until sold by obtaining independent valuations of the land parcels. 

The recoverable amount of the League’s receivables carried at amortised cost is calculated as the present value of estimated future cashflows, discounted at 

the original effective interest rate (i.e. the original effective interest rate computed at initial recognition of these financial assets). Receivables classified as 

current are not discounted. Impairment of receivables is not recognized until objective evidence is available that a loss event has occurred, All receivables are 

individually assessed for impairment. 

Impairment losses will be recognised in the income statement unless they relate to a revalued asset, where the impairment loss will be treated as a reversal of 

previous revaluation with any excess recognised through the income statement. 

When a decline in the fair value of an available for sale financial asset has been recognised directly in equity and there is objective evidence that the asset 

is impaired, the cumulative loss that had been recognised directly in equity is recognised in profit or loss even though the financial asset has not been 

derecognised. The amount of the cumulative loss that is recognised in profit and loss is the difference between the acquisition cost and current fair value, less 

any impairment loss on that financial asset previously recognised in profit or loss. 

(i) Calculation of Recoverable Amount 

The recoverable amount is the greater of fair value less costs to sell and the value in use. As the League is a not-for-profit organization, future economic benefits 

of its assets are not primarily dependant on the assets’ ability to generate net cash inflows. The League would replace their economic benefits if deprived 

of these assets. Consequently, value in use is determined as the depreciated replacement cost of the assets.. For an asset that does not generate largely 

independent cash inflows, the recoverable amount is determined for the cash generating unit to which the asset belongs. 

(ii) Reversals of Impairment 

An impairment loss is reversed when there is an indication that the impairment loss may no longer exist and there has been a change in the estimate used to 

determine the recoverable amount. 

An impairment loss in respect of asset is reversed only to the extent that the asset’s carrying amount does not exceed the carrying amount that would have 

been determined, net of depreciation or amortisation, if no impairment loss had been recognised. 

(g) Trade and Other Payables 

Trade and other payables are stated at their amortised cost. Trade payables are non-interest bearing and are normally settled on 60 day terms. 

(h) Employee Benefits 

Wages, Salaries and Annual Leave 

The provisions for employee benefits to wages, salaries and annual leave represents the amount which the League has a present obligation to pay resulting 

from employees’ services provided up to reporting date. The provisions have been calculated at undiscounted amounts based on remuneration, wage and salary 

rates that the League expects to pay as at reporting date including related on-costs. 

Long Service Leave 

The provision for employee benefits to long service leave represents the present value of the estimated future cash outflows to be made resulting from 

employees’ services provided to reporting date. 

Provisions for employee benefits which are not expected to be settled within twelve months are discounted using the rates attaching to national government 

bonds at reporting date, which most closely match the terms of maturity of the related liabilities. 

In determining the provision for employee benefits, consideration has been given to future increases in wage and salary rates, and the League’s experience with 

staff departures. Related on-costs have also been included in the liability. 

(i) Superannuation Fund 

Contributions to defined contribution superannuation funds and other superannuation funds were made by the League based on 9% of the taxable salary 

component for all eligible employees and clients in accordance with the requirements of the superannuation guarantee legislation. Contributions are recognised 

as an expense as they are made.

(j) 

Inventories 

Inventories are carried at the lower of cost and net realisable value. Cost includes direct materials, direct labour and other direct variable cost and includes 

expenditure incurred in acquiring the inventories and bringing them to their existing condition and location. 

Net realisable value is determined on the basis of normal selling pattern. 

(k) Borrowings costs 

Borrowing costs relate to interest on bank loans. Borrowing costs on land are capitalised into the cost of the asset as they are incurred. Borrowing costs on 

vehicles loans are expensed as incurred. 

(l) Interest bearing liabilities 

Interest bearing borrowings are recognised initially at fair value less attributable transaction costs. Bank loans are recognised at their principal amount, 

subject to set-off arrangements. Interest expense is accrued at the contracted rate. 

(m) Income Tax 

No income tax is payable by the League as Section 50-5 of the Income Tax Assessment Act exempts recognised Charitable Institutions from Income Tax. The 

League also retains Public Benevolent Institution status from the Australian Taxation Office. 

(n) Volunteer Workers 

No monetary value has been attributed to the valuable services provided by the League’s many volunteer workers. 

(o) Investments 

Investments in listed entities are classified as available for sale and measured at fair value, being quoted market prices at reporting date. Any resultant gain 

or loss is recognised directly in equity. When these items are derecognised, the cumulative gain or loss previously recognised directly in equity is recognised 

in profit or loss. 

(p) Motor vehicles classified as assets held for resale 

League vehicles financed through individual bills of sale and sold in all cases prior to the expiration of twelve months from the date of purchase are classified 

as current assets – “Assets held for resale.” Each contract is closed out at the time of sale and a new contract entered into each time a car is purchased. 

The amount shown as owing under interest bearing borrowings is the sum of the individual contracts that are outstanding at any time regarding the financing 

of League vehicles under this policy. 

Other motor vehicles not subject to this policy are disclosed as fixed assets as the term of their ownership exceeds twelve months and such vehicles are 

generally not financed in the same manner as those involved in this policy. 


(q) Equipment Loans Items 

These represent items that are either purchased or funded by the League for the use by or hire to clients of the League. They are treated and accounted for as 

fixed assets even though in most cases a minimal hiring fee is charged to clients for their use. 

(r) Intangible Assets 

Intangible assets represent the cumulative cost of Information Technology projects capitalised by the League. Intangible assets are amortised from the date of 

acquisition and the straight line method of amortisation is used. The amortisation rate used for this class of asset for the current and previous year is 33%. 

(S) New standards and interpretations not yet adopted 

The following standards, amendments to standards and interpretations have been identified as those which may impact the League in the period of initial 

application. They are available for early adoption at 30 June 2007, but have not been applied in preparing this financial report: 

• AASB 101 Presentation of Financial Statements (October 2006); is applicable for annual reporting periods beginning 1 January 2007 and is expected 

to only impact disclosures contained within the financial report. 

• 2007-4 Amendments to Australian Accounting Standards arising from ED 151 and Other Amendments. 

• AASB 7 Financial Instruments: Disclosures (August 2005) replaces the presentation requirements of financial instruments in AASB 132. AASB 7 is 

applicable for annual reporting periods beginning on or after 1 January 2007, and will require extensive additional disclosures with respect to the 

League’s financial instruments. 

• AASB 2005-10 Amendments to Australian Accounting Standards (September 2005) makes consequential amendments to AASB 132 Financial 

Instruments: Disclosure and Presentation, AASB 101 Presentation of Financial Statements, AASB 114 Segment Reporting, AASB 117 Leases, AASB 

133 Earnings Per Share, AASB 139 Financial Instruments: Recognition and Measurement, AASB 1 First-time Adoption of Australian Equivalents to 

International Financial Reporting Standards, AASB 4 Insurance Contracts, AASB 1023 General Insurance Contracts and AASB 1038 Life Insurance 

Contracts arising from the release of AASB 7. AASB 2005-10 is applicable for annual reporting periods beginning on or after 1 January 2007 and is 

expected to only impact disclosures contained within the financial report.

NOTE 4. 

SEGMENT INFORMATION 

The League operates predominantly in the disability services sector and its operations are located predominantly in Queensland, Australia. The League provides services, 

support and products to people with cerebral palsy and related disabilities. The League raises funds to support its operations through charitable fundraising activities. 

NOTE 5. REVENUE NOTE 2007 

$ 

Grants from Government Sources: 

• 

• 

• 

• 

• 

• 

Disability Services Queensland 

Commonwealth Department of Family & Community Services 

Commonwealth Department of Employment & Industrial 

Relations 

Commonwealth Special Education 

State Department of Health 

State Department of Public Works 

24,678,745 

1,426,368 

2,581,058 

1,724,305 

480,133 

2,057 

2006 

$ 

21,943,756 

1,359,418 

1,713,181 

1,950,940 

483,976 

- 

Total 30,892,666 27,451,271 


Charitable Fundraising 

Sale of Goods 

Client Transport Fees 

Accommodation Support Fees 

Rental Income 

Interest Income 

Dividends 

Sundry Revenue 

21 

22 

22 

3,416,004 

3,062,909 

246,155 

1,208,859 

130,293 

207,560 

1,050 

398,818 

3,631,831 

2,762,140 

238,202 

942,171 

132,129 

128,696 

280 

291,474 

Total 39,564,314 35,578,194 

NOTE 6. (LOSS)/PROFIT ON SALE OF ASSETS NOTE 2007 

$ 

Net (loss)/gain on sale of motor vehicles 

Net (loss)/gain on sale of other non – current assets 

(211,981) 

(325,432) 

2006 

$ 

139,938 

493,078 

22 (537,413) 633,016 

NOTE 7. OPERATING RESULT NOTE 2007 

$ 

(a) Individual significant expenses included in profit from ordinary 

activities: 

Operating result has been arrived at after charging/(crediting) the 

following items: 

Operating lease rental expense: 

Minimum lease payments 

Contingent rentals 

Net (income)/expense including movement in provision for: 

801,736 

88,794 

Bad & doubtful trade debts (27,254) 948 

2006 

$ 

771,477 

47,215 

NOTE 8. CASH AND CASH EQUIVALENTS NOTE 2007 

$ 

Cash at bank and on hand 

Bank short term deposits 

259,059 

2,818,775 

2006 

$ 

87,702 

434,533 

Total 3,077,834 522,235

Cash at bank and on hand as at the 30 June 2006 included government funding of $639,360 plus relevant GST that related to the quarter ended 30 September 

2006. This was received prior to the end of the financial year and was included as income received in advance (refer note 20). For the year ended 30 June 2007 

the corresponding amount was $nil. 

NOTE 9. TRADE & OTHER RECEIVABLES NOTE 2007 

$ 

Current 

Trade Debtors 

Less: Impairment Loss 

1,694,426 

(163,629) 

2006 

$ 

1,591,029 

(190,882) 

Total 1,530,797 1,400,147 

Prepayments, advances and deposits 

Other Debtors 

660,659 

442,008 

121,458 

105,016 

Total 2,633,464 1,626,621 

NOTE 10. ASSETS CLASSIFIED AS HELD FOR SALE NOTE 2007 

$ 

Motor Vehicles – at Cost 3,132,060 1,908,900 

2006 

$ 

NOTE 11. INVENTORIES NOTE 2007 

$ 

Consumable Goods 

Finished Goods & Work in Progress 

19,968 

650,875 

2006 

$ 

12,458 

609,240 

Total 670,843 621,698 

NOTE 12. INVESTMENTS NOTE 2007 

$ 

Shares in Listed Companies – available for sale 39,340 17,500 

2006 

$ 


NOTE 13. INTANGIBLE ASSETS NOTE 2007 

$ 

Information Technology Systems 

At Cost 

Less: Accumulated Amortisation 

Reconciliation of the Carrying Amount of Intangible Assets is shown below: 

Intangible Assets 

Carrying amount at beginning of year 

Additions 

Disposals 

Amortisation 

2,106,418 

(1,014,025) 

2006 

$ 

1,513,103 

(510,083) 

1,092,393 1,003,020 

1,003,020 

593,316 

- 

(503,943) 

814,431 

556,074 

- 

(367,485) 

Carrying Amount at end of year 1,092,393 1,003,020 

NOTE 14. LAND HELD FOR SALE NOTE 2007 

$ 

Land - Land held for sale 

At independent valuation – June 2007 

At independent valuation - June 2006 

Development costs 

4,902,540 

- 

103,333 

2006 

$ 

- 

9,668,400 

103,333 

5,005,873 9,771,733

NOTE 14. LAND HELD FOR SALE NOTE 2007 

$ 



Disposals 

Transfers to buildings and leasehold improvements 

Development costs 

Change in fair value 31 

9,771,733 

(4,644,706) 

(169,694) 

- 

48,540 

2006 

$ 

9,300,000 

- 

- 

103,333 

368,400 

Carrying amount at end of year 5,005,873 9,771,733 

Valuations of land held for sale 

Land held for sale has been measured on a fair value basis, being the amount for which the asset could be exchanged between knowledgeable and willing 

parties in an arm’s length transaction, having regard to the highest and best use of the asset for which other parties would be willing to pay. In the current 

financial year, the Directors adopted an independent valuation as detailed below. At balance date as a result of the valuations obtained, no impairment in the 

carrying value of the land held for sale is evident. 



New Farm 

In the prior year, a contract was entered into with a prospective purchaser for selling this land parcel for $4.57 million (inclusive of applicable GST). The 

transaction was settled in April 2007. Up to the date of settlement, the League had capitalised development costs associated with the New Farm redevelopment 

project to land held for sale. 

Fig Tree Pocket – Seven Oaks 

During the year, the League made substantial progress in working on the design and configuration of the Fig Tree Pocket site. Further work on this project will 

be undertaken in forthcoming years. 

A development approval was issued by the Brisbane City Council subsequent to balance date which allows partial demolition of the old facility and the 

construction of the new residential facilities. This work should commence in the second half of the 2008 financial year and continue for some six to nine 

months. 

The approved design being considered includes rebuilding the residential facility as a number of smaller facilities and selling the surplus land. It is envisaged 

that the approval process for the land development phase of the project could take a further eight to twelve months from balance date. It is estimated that this 

phase of the project will be ongoing until at least the 2009 financial year. 

As a consequence of this redevelopment project, the League has classified that portion of the Fig Tree Pocket land holding subject to redevelopment for 

residential purposes as “land held for sale”. The Directors, having considered the nature of the redevelopment project, have elected to recognise the land held 

for sale at its fair value by adopting a valuation by Mr Scott Campbell of McGees valuers carried out as at 30th June, 2007. 

This valuation has resulted in an additional revaluation increment of $48,540 being recognised as an Asset Revaluation Reserve (refer Note 31) as at 30 June 

2007. 

The League has also continued to capitalise development costs associated with the Fig Tree Pocket redevelopment project to land held for sale. 

NOTE 15. PROPERTY, PLANT AND EQUIPMENT NOTE 2007 

$ 

Land 

Land held for operating purposes 

At Cost 1,317,092 1,317,092 

Buildings and leasehold improvements 

At Cost 

Less: Accumulated Depreciation 

12,190,947 

(5,924,357) 

2006 

$ 

11,520,344 

(5,517,942) 

6,266,590 6,002,402 

Total Land, Buildings & Leasehold Improvements 7,583,682 7,319,494 

Motor Vehicles 

At Cost 


1,609,582 

(680,863) 

962,645 

(634,512) 

928,719 328,133

NOTE 15. PROPERTY, PLANT AND EQUIPMENT NOTE 2007 

$ 

Furniture and Equipment 

At Cost 


Equipment Loans Items 

At Cost 


3,258,792 

(2,097,396) 

2006 

$ 

2,799,900 

(1,838,339) 

1,161,396 961,561 

841,657 

(770,599) 

849,715 

(704,271) 

71,058 145,444 

TOTAL WRITTEN DOWN VALUE 9,744,855 8,754,632 

Reconciliations 

Reconciliations of the carrying amounts of each class of property, plant and equipment are set out below: 



Disposals 

1,317,092 

- 

1,325,073 

(7,981) 


Buildings and leasehold improvements 


Additions 

Transfers from Land held for sale 

Disposals 

Depreciation 

6,002,402 

500,909 

169,694 

- 

(406,415) 

5,989,632 

562,448 

- 

(152,025) 

(397,653) 


Motor Vehicles 


Amount reclassified to Current Assets held for sale 

Amount reclassified from income 

Additions 

Disposals 

Depreciation 

328,133 

- 

- 

794,208 

(124,502) 

(69,120) 

2,814,104 

(1,908,900) 

876,573 

3,915,616 

(5,253,898) 

(115,362) 

Carrying amount at end of year 928,719 328,133 

Furniture and Equipment 


Additions 

Disposals 

Depreciation 

961,561 

573,477 

(13,400) 

(360,242) 

1,111,744 

535,137 

- 

(685,320) 

Carrying amount at end of year 1,161,396 961,561 

Equipment Loans Items 


Amount Reclassified during the year 

Additions 

Disposals 

Depreciation 

145,444 

- 

- 

(588) 

(73,798) 

- 

252,237 

816 

(3,987) 

(103,622) 

Carrying amount at end of year 71,058 145,444 

Cerebral Palsy League of Queensland ( 17 )

Valuations of land and buildings 


An independent valuation of the League’s freehold land and buildings held for operating purposes was carried out as at 30 June 2005 on the basis of open 

market values for existing use and resulted in a valuation of buildings of $8,325,000 and a valuation of land of $10,034,400. These valuations were not brought 

to account and will be performed again in the 2008 financial year. 

Government interest in Land & Buildings 

The State and Commonwealth Governments have interests in particular land and buildings held by the League for which they have made grants to assist in 

their acquisition. The Directors understand that it is not the present intention of the government to seek a refund of their interest in those assets in the event 

of a sale provided the funds are utilised in a way approved by them. It is the Directors’ intention that such funds be utilised in a way approved by the State or 

Commonwealth Government. 

The Queensland Government, in a letter dated 12 March 2002, relinquished their right to any equity in the League’s New Farm property which is the subject of 

the redevelopment project referred to above. 


NOTE 16. TRADE AND OTHER PAYABLES NOTE 2007 

$ 

Current 

Trade creditors 

Other creditors and accruals 

894,694 

2,073,978 

NOTE 17. EMPLOYEE BENEFITS NOTE 2007 

$ 

Employee Entitlements 

Aggregate employee entitlements, including on-costs: 

Current 

Non Current 

2006 

$ 

1,317,605 

2,048,307 

2,968,672 3,365,912 

2,369,728 

513,251 

2006 

$ 

2,044,088 

620,005 

2,882,979 2,664,093 

Defined Contribution Superannuation Funds 

The League makes contributions to defined contribution superannuation funds. The amount recognised as an expense was $1,822,145 for the financial year 

ended 30th June 2007 (2006 $1,907,475). 

NOTE 18. PROVISIONS NOTE 2007 

$ 

Provision for Make Good & Other Lease Costs –Current 67,508 67,508 

2006 

$ 

The provision for make good expenses and other related lease costs is an estimate based on the costs of restoration of leased premises to the state it was in 

prior to the commencement of the lease. The amount is an estimate of potential future costs associated with this issue. 

NOTE 19. INTEREST BEARING LIABILITIES NOTE 2007 

$ 

Current 

Bank overdraft 

Bank loans - secured 

Non – Current 

939,638 

3,036,589 

2006 

$ 

- 

3,822,453 

3,976,227 3,822,453 

Bank loans - secured 208,990 - 

4,185,217 3,822,453 

• The bank loan covering the redevelopment of the New Farm property, referred to in Note 14, was repaid in full on settlement of the 55 Oxlade Drive property.

• The bank loan covering the purchase of the vehicle fleet and Insurance is secured by first registered bill of sale over each vehicle financed to the extent 

of $3,500,000. The maximum term set for each vehicle is eleven months and the facility bears interest at a variable rate. The amount unused as at the 

2007 reporting date was $463,414 (2006 $1,315,100). 

• The bank loan covering the redevelopment of the Fig Tree Pocket land is secured by a first registered mortgage over the Fig Tree Pocket land to the extent 

of $9,154,000. A covenant was placed on the facility by the lender to the extent that only $450,000 was available until such time that a Development 

Approval for the project issued by the Brisbane City Council. Subsequent to year end this document was issued by the council and the covenant has been 

lifted. The facility bears interest at a variable rate and will be repaid out of the proceeds of sale of the blocks of land. The amount unused as at the 2007 

reporting date was $8,945,010. 

Financing facilities 

Total facilities available: 

Bank Loans 12,654,000 6,500,000 

Facilities utilised at reporting date: 

Bank loans 3,245,579 3,822,453 

Facilities not utilized at reporting date: 

Bank loans 9,408,421 2,677,547 

12,654,000 6,500,000 

NOTE 20. OTHER LIABILITIES NOTE 2007 

$ 

Current 

Income received in advance 4,189,775 3,190,416 

NOTE 21. CHARITABLE FUNDRAISING NOTE 2007 

$ 

Revenue 

Special Events 

Casual for A Cause/Colour Your Day 

Raffles 

681,610 

52,129 

101,484 

2006 

$ 

2006 

$ 

528,407 

74,426 

89,705 


Art Unions 

Payroll Deductions 

Friendship Bank 

Donations – General 

- Contributions towards asset purchases 

Bequests 

972,378 

240,090 

69,779 

728,543 

474,620 

95,371 

878,483 

261,712 

71,126 

557,994 

552,495 

617,483 

Total Fundraising Income 5 3,416,004 3,631,831 

Less: Fundraising Expenses (2,464,854) (2,362,428) 

Net Income From Charitable Fundraising 951,150 1,269,403 

NOTE 22. 

(a) 

NOTES TO THE STATEMENT OF CASH FLOWS 

Reconciliation of Cash 

For the purposes of the Statement of Cash Flows, cash includes cash on hand and in banks and investments in money market instruments at call. 

Cash as at the end of the financial year as shown in the Statement of Cash Flows is reconciled to the related items in the Statement of Financial Position as follows:- 

NOTE 22. NOTES TO THE STATEMENT OF CASH FLOWS NOTE 2007 

$ 

Cash 

Deposits at call 

Bank Overdraft 

8 

8 

19 

259,059 

2,818,775 

(939,638) 

2006 

$ 

87,702 

434,533 

- 

2,138,196 522,235

(b) Reconciliation of Net Cash used in Operating Activities to Operating Deficit 


Operating result for the year (83,826) (729,119) 

Less items classified as investing activities:- 

Interest revenue 

Dividend Revenue 

Loss/(Gain) on sale of property, plant and 

Equipment 

Capital subsidies and donations received 

Add non-cash items:- 

Depreciation & Amortisation 

Increase in Provisions 

Bad debts written off 

Change in assets and liabilities:- 

Increase)/Decrease in Trade and other receivables 

Increase)/Decrease in Assets held for sale 

(Increase)/Decrease in Inventories 

(Increase)/Decrease in Investments 

Increase/(Decrease) in Trade and other payables 

Increase/(Decrease) in Unexpended Grants & 

Income in Advance 

5 

5 

6 

21 

(207,560) 

(1,050) 

537,413 

(474,620) 

1,413,518 

218,889 

67,276 

(1,006,843) 

(1,223,160) 

(49,145) 

(21,840) 

(397,240) 

999,359 

(128,696) 

(280) 

(633,016) 

(580,619) 

1,669,442 

192,751 

(948) 

256,286 

(1,908,900) 

(70,767) 

(7,840) 

1,227,385 

(1,125,991) 

NET CASH (USED BY)/GENERATED BY OPERATING ACTIVITIES (228,829) (1,840,312) 

NOTE 23. AUDITORS’ REMUNERATION NOTE 2007 

$ 

Audit Services KPMG 

Audit of Financial Report 

Other Regulatory Audit Services 

Other Assurance Services KPMG 

41,200 

17,200 

- 

2006 

$ 

37,000 

30,885 

9,000 

58,400 76,885 

NOTE 24. 

CHARITABLE LIFE INSURANCE 

At 30 June, 2007 the League held a life insurance policy with a surrender value of $6,898 (2005: $6,637). The League is the designated beneficiary of the policy. 

This item is not reflected in the financial statements. 

NOTE 25. COMMITMENTS NOTE 2007 

$ 

Operating Lease Commitments 

Future Operating Lease Rentals of Buildings, Equipment and Motor Vehicles not provided for 

In the financial statements and payable: 

Not later than one year 

Later than one year but not later than five years 

Later than five years 

690,259 

1,794,932 

120,195 

2006 

$ 

634,121 

1,240,886 

199,559 

2,605,386 2,074,566 

The League leases property under operating leases expiring from 2 to 6 years. Lessors provide the League with a right of renewal at which time all terms are 

renegotiated. Lease payments comprise a base amount plus an incremental contingent rental. Contingent rentals are based on either movements in the 

Consumer Price Index or operating criteria.

NOTE 26. COMPANY NAME AND MEMBERS LIABILITY 

The League is a company limited by guarantee. It is exempted under Section 150 of the Corporations Act 2001 from using the word “Limited” in its name. 

The Constitution limits the liability of members and states “Every member of the League with the exception of any Honorary Member undertakes to contribute to 

the property of the League in the event of the same being wound up while he is a member, or within one year after he ceased to be a member, for payment of the 

debts and liabilities of the League (contracted before he ceased to be a member) and of the costs, charges and expenses of winding up and for the adjustment 

of the rights of the contributors among themselves, such amount as may be required, not exceeding twenty dollars ($20.00)”. 

NOTE 27. RELATED PARTIES 

Non-Executive Directors 

The names of all persons holding the position of Director of Cerebral Palsy League of Queensland during the financial year are S.G. Brady, Y.R.Burns, H.M. Darch, 

G.R. Davies, R.C. McNally, D.T. Orr, R.H. Porter, S.B. Rix, K.P. Rodgers, and M.G. Pini. 

All Directors’ positions are honorary and no remuneration was paid to any Director during the year. Directors from country regions are reimbursed for travelling 

costs and accommodation. 

Key Management personnel 

Key management personnel have authority and responsibility for planning, directing and controlling the activities of the League, including Directors of the 

League and other executives. No director of the League receives any remuneration by virtue of their being a director. Therefore the amounts shown in this note 

refer to the remuneration paid to Key Management personnel who are not also Directors. 

Key management personnel is defined as including all of the members of the League Management Team which includes the Executive Management Team plus 

the Regional and Business Unit Managers or fourteen personnel. The remuneration of these personnel is referred to as compensation as defined in AASB 124 

Related Party Disclosures. Compensation levels for key management personnel are set based on an independent study commissioned by the League in 2003 and 

completed by Mercer Human Resources Consulting which is subject to annual updates. The remuneration committee of the Board of directors takes cognisance 

of this independent advice on the appropriateness of compensation packages given trends in the Disability and related not for profit sectors and the objectives 

of the League in this area. 

The compensation paid to key management personnel is designed to attract and retain suitably qualified candidates and on an individual basis is commensurate 

on the individual’s capability and experience. 

The key management personnel compensation included in employee expenses are as follows: 

Short-term employee benefits 

Long term benefits 

NOTE 2007 

$ 

1,255,867 

13,678 

2006 

$ 

1,338,558 

38,902 


1,269,545 1,377,460 

Loans to key management personnel 

Details regarding the aggregate of loans made by the League to key management personnel are as follows: 

NOTE 2007 

$ 

2006 

$ 

Loans to key management personnel 5,386 9,576 

5,386 9,576 

This amount refers to the aggregate of loans made by the League as a consequence of salary packaging arrangements for the assisted purchase of lap-top 

computers by certain key management personnel. For all loans made in this manner to key management personnel, the loans are advanced for a period not 

greater than twelve months and on an interest free basis. If employment terminates prior to the expiration of the loan, then the amount is immediately repayable 

in full at the date of termination. 

Amounts receivable from key management personnel at reporting date arising from these transactions are as follows: 

NOTE 2007 

$ 

2006 

$ 

Amounts Receivable 6,372 7,738 

6,372 7,738 

From time to time, Directors of the League may purchase goods from the League. These purchases are on the same terms and conditions as those entered into 

by other League employees or customers and are trivial or domestic in nature.

NOTE 28 ECONOMIC DEPENDENCY 

The League receives a significant portion of its operating revenue in the form of grants from the Queensland State Government and the Commonwealth 

Government of Australia. 

NOTE 29 FINANCIAL INSTRUMENTS 

(a) Interest Rate Risk 

The League’s exposure to interest rate risk and the effective interest rate for income earning financial assets and interest bearing financial liabilities is set out 

below: 

Note 

6 months or less 

6-12 months or 

1–2 years 

2-5 years 

More than 5 years 

Total 

Effective 

$ 

less 

$ 

$ 

$ 

$ 

Interest 

2007 

Financial Assets 

Cash and cash equivalents 8 3,077,834 - - - - 3,077,834 6% 

3,077,834 - - - - 3,077,834 

Financial Liabilities 

Interest Bearing Liabilities 19 939,638 3,036,589 208,990 - - 4,185,217 8.75% 

939,638 3,036,589 208,990 - - 4,185,217 


Note 

6 months or less 6-12 months or 1–2 years 

2-5 years 

More than 5 years Total Effective 

$ 

less 

$ 

$ 

$ 

$ Interest 

2006 

Financial Assets 

Cash and cash equivalents 8 522,235 - - - - 522,235 5.2% 

522,235 - - - - 522,235 

Financial Liabilities 

Interest Bearing Liabilities 19 - 3,822,453 - - - 7.93% 

- 3,822,453 - - - 

(b) Credit Risk Exposure 

Credit risk represents the loss that would be recognised if counterparties failed to perform as contracted. The credit risk on financial assets of the League which 

have been recognised on the Balance Sheet, is the carrying amount, net of any impairment losses. 

(c) Net Fair Values of Financial Assets & Liabilities 

Valuation Approach 

Net fair values of monetary financial assets and liabilities are determined by the League by valuing them at the present value of contractual future cash flows 

on amounts due from customers (reduced for expected credit losses) or due to suppliers. 

Net Fair Values 

The Directors consider the carrying amount of financial assets and liabilities which have been recognised on the Balance Sheet to approximate their net fair 

values. 

NOTE 30 ACCUMULATED FUNDS NOTE 2007 

$ 

2006 

$ 

Accumulated Funds at beginning of year 

Loss for the year 

Transfer from Asset revaluation reserve 

1,848,519 

(83,826) 

4,466,725 

2,577,638 

(729,119) 

- 

Accumulated Funds at end of year 6,231,418 1,848,519

NOTE 31. RESERVES NOTE 2007 

$ 

Asset revaluation reserve 4,871,093 9,267,438 

Movements During the Year 

Balance at Beginning of year 

Transfer to Accumulated funds 

Revaluation Increments 

- Investments 

- Land held for sale 14 

9,267,438 

(4,466,725) 

21,840 

48,540 

2006 

$ 

8,881,538 

- 

17,500 

368,400 

Balance at end of year 4,871,093 9,267,438 

Nature and purpose of reserve 

The asset revaluation reserve includes the revaluation increments arising from the revaluation of land held for sale and investments. 

NOTE 32 

EVENTS SUBSEQUENT TO REPORTING DATE 

There has not arisen, in the interval between the end of the financial year and the date of this report, any item, transaction or event of a material and unusual 

nature likely, in the opinion of the Directors, to affect the operations or state of affairs of the League. 


Directors’ Declaration 

In the opinion of the Directors of Cerebral Palsy League of Queensland: 

(a) the financial statements and notes, set out on pages 8 to 23 are in accordance with the Corporations Act 2001, including: 

(i) Giving a true and fair view of the financial position of the League as at 30 June 2007 and of its performance for the year ended on that date; and 

(ii) Complying with Australian Accounting Standards (including Australian Accounting Interpretations) and the Corporations Regulations 2001; and 

(b) there are reasonable grounds to believe that the League will be able to pay its debts as and when they become due and payable. 

Signed in accordance with a resolution of the Directors: 

R. McNally 

Chairperson 

Dated at Brisbane this 13th day of October 2007.

Level 30 Central Plaza One 

345 Queen St 


GPO Box 223 


Australia 

ABN: 51 194 660 183 

Ph: +61 7 3233 3111 

Fx: +61 7 3220 0074 

www.kpmg.com.au 

Independent auditors’ report to the members of Cerebral Palsy League of Queensland 

We have audited the financial report of Cerebral Palsy League of Queensland (the League), which comprises the balance sheet as at 30 June 2007, and the 

income statement, statement of recognised gains and losses and cash flow statement for the year ended on that date, a description of significant accounting 

policies and other explanatory notes and the directors’ declaration set out on pages 8 to 23. 

Directors’ responsibility for the financial report 

The directors of the League are responsible for the preparation and fair presentation of the financial report in accordance with Australian Accounting Standards 

(including the Australian Accounting Interpretations) and the Corporations Act 2001. This responsibility includes establishing and maintaining internal control 

relevant to the preparation and fair presentation of the financial report that is free from material misstatement, whether due to fraud or error; selecting and 

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


Auditor’s responsibility 

Our responsibility is to express an opinion on the financial report based on our audit. We conducted our audit in accordance with Australian Auditing Standards. 

These 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 is free from material misstatement. 

An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial report. The procedures selected depend 

on the auditor’s judgment, including the assessment of the risks of material misstatement of the financial report, whether due to fraud or error. In making those 

risk assessments, the auditor considers internal control relevant to the entity’s preparation and fair presentation of the financial report in order to design audit 

procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control. An 

audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by the directors, as well 

as evaluating the overall presentation of the financial report. 

We performed the procedures to assess whether in all material respects the financial report presents fairly, in accordance with the Corporations Act 2001 and 

Australian Accounting Standards (including the Australian Accounting Interpretations), a view which is consistent with our understanding of the League’s 

financial position, and of its performance. 

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

Qualification 

Cash donations are a significant source of revenue for the League. The League has determined that it is impracticable to establish controls over the collection 

of cash donations prior to entry into its financial records. Accordingly, as the evidence available to us regarding revenue from this source was limited, our audit 

procedures with respect to cash donations had to be restricted to the amounts recorded in the financial records. We therefore are unable to express an opinion 

whether cash donations the League obtained are complete. 

Qualified Auditor’s Opinion 

In our opinion, except for the effects on the financial report of such adjustments, if any, as might have been required had the limitation on our audit procedures 

referred to in the qualification paragraph not existed, the financial report of Cerebral Palsy League of Queensland is in accordance with the Corporations Act 

2001, including: 

(i) giving a true and fair view of the League’s financial position as at 30 June 2007 and of its performance for the year ended on that date; and 

(ii) complying with Australian Accounting Standards (including the Australian Accounting Interpretations) and the Corporations Regulations 2001. 

KPMG 

Dated at Brisbane this 15th day of October 2007. 

Simon Crane 

Partner

Untitled - Cerebral Palsy League

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?