North Queensland District Pioneer-Fitzroy-Highlands District

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4 Director Vic Reading Peter Sterling Pat Fairon Vivienne Stanbury Bill Whitburn OAM Barry Vains Wendy Taylor Tony Ferris Max Foot OAM Don Davey Roy Cunneen District Brisbane North District Far Northern District Gold Coast District Moreton District North Queensland District Pioneer-Fitzroy-Highlands District South Eastern District Sunshine Coast & Regional District Western District Wide Bay & Burnett District Appointed Director

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8 Defining homelessness Homelessness is: Sleeping in supported accommodation for the homeless Staying temporarily with other households Living in boarding houses or other temporary lodging facilities (such as a caravan or shed) Living in severely crowded dwellings Living in a car or other transport Sleeping rough or on the street

9 Best Assessment RSL Queensland study (2016) current primary data on the issue is poor Bureau of Statistics Australian Government (2011) 384 veterans in Queensland are homeless 39 of these veterans were indigenous 35 of those homeless veterans were sleeping rough

10 Key Recommendations Develop a strategic partnership with a not-for-profit organisation with proven performance in addressing homelessness Assistance should be extended to a veteran s family where the veteran is or has been recently residing with them Housing Ready rather than Housing First approach Implement uniform approach across Queensland as far as practical Actively lobby Federal and state Government with regard to facilitating collection of data on veterans through the Census an the Specialist Homeless Information Platform* *note from this month, the Federal Government has directed that organisations providing specialist homelessness services meless are to record if a person accessing their services has served in the ADF

11 Implementation Formal partnership agreement established between RSL Queensland and the Salvation Army in Queensland

12 Implementation Funding provided to enable the Salvation Army to employ dedicated veteran homelessness coordinators Funding provided through RSL Queensland to additionally enable: Up to four weeks emergency accommodation in suitable premises The provision of a loan to cover the bond on new rental accommodation The purchase of clothing and other essential items Immediate medical expenses Primary dental care

13 Chris Deighton Operations Manager Queensland

14 Everyone has a right to a home Home is a place Where you feel safe, accepted, free to make informed choices, free to contribute to community, free to explore your dreams and free to belong.

15 Finding your way is the journey We acknowledge that your journey belongs to you. As we stand alongside you, we want to value and respect your dignity, your right to choose, your right to succeed and your right to face adversity. We want to encourage/support your self-management and your freedom alongside your journey to reclaim a full life. Community is a connection Where citizenship is upheld despite our differences, where relationships and connections are valued and are meaningful and where participation is available to all.

16 Missional Relational Professional

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18 Men Women - 58 Families 103 (averaging 250 children) Youth and students - 75

19 Provides assessment and ongoing case management from first point of contact for accommodation needs Fully staffed by case workers working alongside the individual/family until accommodated is secured Explores a range of housing alternatives and is diversionary in nature away from initial crisis housing models where appropriate 1300 inbound calls per month 75-85% calls result in assessment

20 Supporting/challenging independence and resilience based on the individuals personal recovery journey. 24/7 staffing model providing onsite accommodation supports. Immediate and Transitional models based on Duration of Need (averages short term). Fully staffed by Case Mangers and Case Managers in Training focused on professional/relational case management framework case plans, tenancy plans, personal plans. Men Women - 55 Families DV Youth 6 Homeless + 69 Students

21 Supporting/challenging independence and resilience in a natural community housing environment based on the individual persons recovery journey. Outreach based staffing model providing support and community links. Immediate and Transitional models based on Duration of Need (averaging short and medium term). Fully staffed by Case Managers and Housing Managers focused on professional/relational case management framework case plans, tenancy plans, personal plans. Men - 17 Families DV Young Families - 8

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24 Returned & Services League of Australia (Queensland Branch) State Congress Governance Presentation June 2017 Liability limited by a scheme approved under Professional Standards Legislation.

25 Engagement Scope Key Objective At the request of the RSL (Queensland Branch) Board, we have been asked to: Assess current governance and structural arrangements Identify key observations around current governance structures Identify how revised governance arrangements would benefit the ability to grow and enhance the delivery of the Objects of RSL (Queensland Branch). Scope Phase 1 May and June 2017 Our scope for this phase included: Performing an environmental scan to understand key governance and structural attributes of successful, large not-for-profit, membership based and commercial organisations Based on the scan and better practice, highlight opportunities to enhance the governance and structural arrangements of RSL (Queensland Branch)

26 Context Since 1916, the Returned & Services League of Australia (RSL) Queensland Branch has existed to ensure help is always available to the men and women of the Australia Defence Forces (ADF). RSL (Queensland Branch) has identified the need for growth and cultural shift, to adapt to significant demographic changes in its membership, in particular its relevance to the younger veteran community. Current Landscape Districts Sub-Branches Ageing demographic of 35,000 members 14% under the age of 50 Members have an average age of 68 Challenges that Lie Ahead Increasing the League s relevance to all veterans and their families, across all demographics. Alignment of organisation and governance structures between State, District and Sub Branches which are all separate legal entities and governed by individual Constitutions. $106.8M 95% Lotteries 4% Investment and Property 1% Membership, welfare and other need in welfare = need in young volunteers providing welfare services Maintaining financial sustainability. Reliance on one major source of income and use of cash balance. Developing the RSL (Queensland Branch) brand with federal and state government, Veterans affairs and the ADF. $85.4M Top 4 Expenses 59% Cost of Sales (Lotteries) 16% Donations & Welfare 10% Payroll 6% Other Expenses Heightened focus on compliance with Australian Charities and Not-for-profits Commission (ACNC) Media focus on spending practices and Director remuneration Maintaining compliance with lottery regulations and charitable status with the ACNC. Increasing technology capability to provide efficiencies and better connectivity with all members. 1 Source: Financial statements for the year ended 31 December 2016

27 Governance Better Practice Good governance systems 1 are designed to focus on the activities that contribute most to overall objectives, use resources effectively, and ensure they are managed in the best interests of all stakeholders. ACNC Standards for Governance 2 1 Purposes and not-for-profit nature 2 Accountability to members 3 Compliance with Australian laws 4 Suitability of responsible persons 5 Duties of responsible persons ACNC s Guide for Board Responsibilities 2 Accountability Strategy Resourcing Advocacy Monitoring Director s Responsibilities 3 Act honestly and carefully Know what the organisation is doing Take care when handling the organisation s money Make sure the organisation can pay its debts Ensure proper financial records are kept Act in the Organisation s best interest Proper and ethical use of information 1 Source: ASX Corporate Governance Principles and Recommendations 2 Source: Governance for Good, The ACNC s guide for charity board members 3 Source: Coleman Greig Lawyers, Plain English Guide to The Responsibilities of a Director

28 Current Governance Structure The figure below outlines the current governance structure of RSL (Queensland Branch). RSL National Individual Constitution Separate legal entity Objects RSL (Queensland Branch) RSL 2020 RSL (Queensland Branch) Funded Bodies RSL (Queensland Branch) Board Directors: (16) Executive (3) District President (10) Appointed Director (3) Mates4Mates Board Individual Constitution Separate legal entity ANZAC and RSL QLD Centenary Commemorative Funding Audit and Risk Constitution & RSL Awards CEO Lotteries State Secretary & GM Veteran Services Remuneration State Council of Auxiliaries COO CIO GM - Lotteries Individual Constitution Separate legal entity RSL (Queensland Branch) District (10) Board Individual Constitution Separate legal entities Volunteers & Members Volunteers RSL (Queensland Branch) Sub-Branch (250) Board Individual Constitution Separate legal entities Members

29 Board Skillset and Experience Board Composition Benchmarking How does the Governance Structure of RSL (Queensland Branch) compare? Other Organisations Directors District President equivalents serve in a separate advisory body to the Board. RSL (Queensland Branch) and up 14 District Presidents to 16 Directors 10 Boards are: 01 Diverse in gender, with 02 Diverse age demographics (mix of baby boomers, Generation X and Generation Y) 70% 30% men Directors serve for a defined no. of years or terms (e.g. 6 years or 2 terms) women 01 Gender diversity 02 90% of Directors are baby boomers (e.g. over the age of 56) 86% 14% men women Reliant on volunteer members to fulfil Director duties that can be time consuming 57% to 100% directors currently serve or have served on other Boards. Boards have combined experience across: Board has 1 or 2 independent directors. A not-for-profit, member based organisation has 2 nonmember independent directors on their Board. Constitution allows Directors to be re-elected for unlimited terms. RSL QLD can benefit from having Directors who currently serve or have served on Boards other than the RSL RSL QLD can benefit from having Directors with a range of experiences to bring different views and ideas Strategy & Planning Corporate Governance IT & Digital Investment & capital mgmt. Risk and Compliance 1 Benchmarking is based on 11 organisations in the not-for-profit, membership, lotteries, education, property and financial services sectors in Australia, as well as two RSL organisations located outside of Australia. Expertise in Lotteries and gaming regulations is important to our business. Experience in strategy, finance, technology and risk could be beneficial.

30 Governance Structure and Process Benchmarking (continued) How Does the Governance Structure of RSL (Queensland Branch) Compare? Other Organisations 1 RSL (Queensland Branch) 7 out of 11 organisations have Board Advisory and Strategic Committees Member-based organisations benchmarked have specific committees that support the Board in their decision making, including areas such as: Board sets the corporate strategy for future growth and sustainability Public Engagement Support Services The governance structure could increase focus on: Membership sustainability Welfare services Investment planning & management for the future A clear strategic vision of the future and a plan to achieve this vision is important for RSL QLD s success Board monitors performance Membership satisfaction, acquisition and retention Fundraising spend vs community support income Investment vs expenses Formal, documented processes and templates established for Board planning, agenda setting (e.g. matters for approval, review and noting), paper submissions and registering decisions. Board Committees could provide increased support to the Board in their oversight and decision making. Robust Board processes can enhance the functioning of the Board such as: Board Planning, agenda setting, paper submissions and decision tracking. 1 Benchmarking is based on 11 organisations in the not-for-profit, membership, lotteries, education, property and financial services sectors in Australia, as well as two RSL organisations located outside of Australia.

31 Key Observations The following observations were noted over current governance and structural arrangements of RSL (Queensland Branch). 01 Governance Structure and Decision Making Separate Constitutions across State Branch, Districts and Sub-Branches give rise to a complex governance structure Decision making could be more focussed on growth and sustainable delivery of welfare services Decisions can be passed without Board approval which may impact the League s financial position or reputation if due diligence is not completed

32 Key Observations (continued) The following observations were noted over current governance and structural arrangements of RSL (Queensland Branch). 02 Board Size and Skillset Board is large which impacts the efficiency in decision making. Skills and experiences are similar across the Board. Oversight over the rapidly growing Lottery business requires specific skills.

33 Key Observations (continued) The following observations were noted over current governance and structural arrangements of RSL (Queensland Branch). 03 Conflicts of Interest District Presidents are automatically part of the Board. With 70% of the Board being District Presidents, these roles are placed in positions where they may have potential for conflicts of interest.

34 Key Observations (continued) The following observations were noted over current governance and structural arrangements of RSL (Queensland Branch). 04 Clarity on Governance Roles To set up RSL (Queensland Branch) for continued success, it is important that the Board has clarity of its role in: Defining the priorities for future sustainability of the League, service delivery and membership. Setting the strategy and vision of the future on strategic partnerships. Oversight of the risks of the operations of the Lottery.

35 Key Observations (continued) The following observations were noted over current governance and structural arrangements of RSL (Queensland Branch). 05 Governance Processes Board discussions can be enhanced by defining: Robust Board and decision making processes (e.g. Board planning, agenda setting, paper submission and decision tracking) Mechanisms to enhance oversight of strategic or organisational risks. Delegations and decision making between Board, CEO and Board Committees.

36 Key Observations (continued) The following observations were noted over current governance and structural arrangements of RSL (Queensland Branch). 06 Finance and Compliance Governance structures can better support the Board and management teams to: Review and constructively challenge financials and make informed decisions on financial budget, performance and major capital investments. Ensure compliance against ACNC and other key regulations.

37 Opportunities that Lie Ahead Reshaping current governance and structural arrangements will enable RSL (Queensland Branch) to succeed in the future and take advantage of the following opportunities: Building on the brand. Focus on maintaining and building integrity of the brand now and for the future. Utilise the strong financial position of RSL (Queensland Branch) to deliver programs and expand membership. There are currently 170,000 current and ex-service personnel who could be members of RSL (Queensland Branch) 1. 1 Based on the State Secretary and General Manager Veterans Services 2016 Annual Report.

38 Benefits and Impacts By renewing the governance arrangements, RSL (Queensland Branch) will enhance its ability to realise the following benefits and impacts for its members and society: Benefits Impacts Governance accountabilities and responsibilities are cohesive and aligned. Compliance risk and its potential impact on the reputation of RSL (Queensland Branch) will be reduced. District Presidents will be able to serve their Districts whilst protecting RSL Queensland s reputation and financials. Experienced and skilled board members will contribute to the success of RSL (Queensland Branch). Directors will be able to discharge their fiduciary and other Director duties. Board will be able to make more informed decisions in compliance statutory and regulatory obligations (e.g. ACNC, gaming) RSL (Queensland Branch) will protect its charity status with the ACNC. RSL (Queensland Branch) will protect its lottery licence and ongoing financial sustainability Organisation and governance structures will be more closely aligned with the needs of society and members. RSL (Queensland Branch) will maintain and grow its relevance providing services to those it provides welfare to 1 Members current and future needs will be better understood and met. RSL (Queensland Branch) will maintain or enhance its competitive advantage over other organisations. State Branch (as well as District and Sub-Branches) will continue to be financially viable. 1 RSL Qld Objects: To provide for the sick, helpless, wounded, aged, vulnerable, destitute and needy among those who are serving or who have served in the Australian Defence Forces and their dependants Category Financial Legislative Reputation

39 Next Steps Based on the observations and benchmarking exercise, we have recommended that RSL (Queensland Branch) governance arrangements are reframed based on the following principles to support the future delivery of welfare and growth. 01 Value Adding Structure Flexible, effective and adaptive structure Well defined set of committees Regular performance evaluation Short and long-term organisational strategy Governance members have diverse professional and personal skillset Limited tenure of Board Directors Strategic plan and priorities for strategy execution Regular evaluation of performance against plan Solid Foundations for Management and Oversight Stakeholder Commitment and Advocacy Ethical and Responsible Decision Making Clear delegation of Board, CEO and Executive roles and responsibilities Performance management Portfolio oversight Effective constitution Member focus Society focus Stakeholder engagement and communications Advocacy with other key bodies Mechanisms for managing conflicts of interest Matters reserved for the Board 05 Risk Intelligent Risk appetite Risk awareness across the entire governance structure Internal controls including compliance and financial obligations

40 Next Steps (continued) Over the next six months, we will assist RSL (Queensland Branch) to design and develop future options for the state governance structure in consultation with the ten Districts. July to December 2017 Develop Target Governance Model Recommend new /revised Governance structure and representatives Constitutional amendments Socialise and Validate the Proposed Model with the 10 Districts (District Executive and Delegates) Develop Short and Long Term Roadmaps To define how the new model will be implemented Finalise and present to the December 2017 Board meeting CAIRNS As a member based organisation, it is essential that the membership is engaged TOWNSVILLE MACKAY BUNDABERG TOOWOOMBA IPSWICH SUNSHINE COAST BRISBANE NORTH SOUTH EAST DISTRICTS GOLD COAST

41 Inherent Limitations The Services provided are advisory in nature and have not been conducted in accordance with the standards issued by the Australian Auditing and Assurance Standards Board and consequently no opinions or conclusions under these standards are expressed. Because of the inherent limitations of any internal control structure, it is possible that errors or irregularities may occur and not be detected. The matters raised in this report are only those which came to our attention during the course of performing our procedures and are not necessarily a comprehensive statement of all the weaknesses that exist or improvements that might be made. Our work is performed on a sample basis; we cannot, in practice, examine every activity and procedure, nor can we be a substitute for management s responsibility to maintain adequate controls over all levels of operations and their responsibility to prevent and detect irregularities, including fraud. Any projection of the evaluation of the control procedures to future periods is subject to the risk that the systems may become inadequate because of changes in conditions, or that the degree of compliance with them may deteriorate. Recommendations and suggestions for improvement should be assessed by management for their full commercial impact before they are implemented. We believe that the statements made in this report are accurate, but no warranty of completeness, accuracy, or reliability is given in relation to the statements and representations made by, and the information and documentation provided by Building Queensland personnel. We have not attempted to verify these sources independently unless otherwise noted within the report. Limitation of Use This report is intended solely for the information and internal use of RSL (Queensland Branch) in accordance with our contract date 11 May 2017, and is not intended to be and should not be used by any other person or entity. No other person or entity is entitled to rely, in any manner, or for any purpose, on this report. We do not accept or assume responsibility to anyone other than RSL (Queensland Branch) for our work, for this report, or for any reliance which may be placed on this report by any party other than RSL (Queensland Branch). Liability limited by a scheme approved under Professional Standards Legislation. Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and independent entity (and in Australia this is the partnership of Deloitte Touche Tohmatsu). The entity named herein is a legally separate and independent entity. In providing this document, the author only acts in the named capacity and does not act in any other capacity. Nothing in this document, nor any related attachments or communications or services, have any capacity to bind any other entity under the Deloitte network of member firms (including those operating in Australia). About Deloitte Deloitte provides audit, tax, consulting, and financial advisory services to public and private clients spanning multiple industries. With a globally connected network of member firms in more than 150 countries, Deloitte brings world-class capabilities and high-quality service to clients, delivering the insights they need to address their most complex business challenges. Deloitte's approximately 200,000 professionals are committed to becoming the standard of excellence. About Deloitte Australia In Australia, the member firm is the Australian partnership of Deloitte Touche Tohmatsu. As one of Australia s leading professional services firms. Deloitte Touche Tohmatsu and its affiliates provide audit, tax, consulting, and financial advisory services through approximately 6000 people across the country. Focused on the creation of value and growth, and known as an employer of choice for innovative human resources programs, we are dedicated to helping our clients and our people excel. For more information, please visit our web site at Liability limited by a scheme approved under Professional Standards Legislation. Member of Deloitte Touche Tohmatsu Limited 2017 Deloitte Risk Advisory Pty Ltd

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