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Annual Report2017 - 2018

2 Mental Health Commission of NSW Annual Report 2017- 2018

The Hon. Tanya Davies MP 52 Martin Place Sydney NSW 2000

Dear Minister Davies

I am pleased to submit the Annual Report of the Mental Health Commission of New South Wales for the financial year ended 30 June 2018.

The report details the progress and relevant statutory and financial information of this agency.

The report is for your submission to the Parliament of NSW and has been prepared in accordance with the Annual Reports (Statutory Bodies) Act 1984, the Annual Reports (Statutory Bodies) Regulation 2010, and the Public Finance and Audit Act 1983.

Catherine Lourey NSW Mental Health Commissioner October 2018

Mental Health Commission of NSW Annual Report 2017 - 2018 3

Contents

______________________________________________________________Commissioner’s message 4_____________________________________________________________About the Commission 6_____________________________________________________________Our people 7_____________________________________________________________Highlights 16_____________________________________________________________Our work 18_____________________________________________________________Our grant programs 33_____________________________________________________________Budgets 36_____________________________________________________________Financial overview 37_____________________________________________________________Financial statements 38_____________________________________________________________Appendices 82_____________________________________________________________

We wish to pay respect to Aboriginal elders – past, present and emerging – and acknowledge the important role of Aboriginal people and culture

within the NSW community.

The Commission advises Aboriginal and Torres Strait Islander readers that this report may contain images of people who have passed away.

The Commission values the lived experience of people with mental health issues, their families, kinship groups and carers, and supports work that allows people to participate

fully in community life and lead meaningful lives.


Commissioner’s message

Welcome to the 2017-2018 Annual Report of the Mental Health Commission of New South Wales, and the first tabled since I was appointed Commissioner in August 2017. We continue to be inspired and guided by the vision that the people of NSW have the best opportunity for good mental health and wellbeing and live well in their own community and on their own terms. I am proud of what the Commission has achieved this year and excited about what lies ahead.

The first of July 2017 marked the five-year milestone of the Commission’s establishment. Over those first five years, the Commission set the strategic direction for mental health reform in NSW through Living Well: A Strategic Plan for Mental Health in NSW 2014-2024. This reform agenda was adopted by Government to guide funding and policy development and taken up by the sector to influence broad efforts across the domains of a person’s life, so they can live well. Living Well also guides the Commission in its work, alongside the roles and functions outlined under the Mental Health Commission Act 2012 (the Act).

In line with the requirements of the Act, the five-year mark also triggered an independent review of the Commission’s work and of the Act. This review was led by Dr David Chaplow on behalf of the NSW Ministry of Health.

The report from the review, released on 27 June 2018, found that the Commission had fulfilled its role and purpose. The Commission was heartened by these findings and its endorsement of the Commission’s work and continuing role. The review also made recommendations to refine the focus of the Commission and strengthen efforts to enhance integration, coordination and collaboration across government and the broader system, promote a broad understanding of the mental health system, and to continue to communicate this to stakeholders. Implementing these recommendations is a priority for the 2018-19 year.

Moving forward, the Commission will continue to focus its work on monitoring, reviewing and improving the mental health and wellbeing of the people of NSW. It will also take up three primary functions of strategic planning, systemic reviews and advocacy, alongside a set of enabling functions which have existed since the establishment of the Commission.

We continued to work with the community to inform our work, including projects on suicide prevention, community based mental health models, social and emotional wellbeing models of care and indicators of mental health reform. Highlights include the July release of Living Well in Later Life: the case for change to advocate for better mental health and wellbeing for older people, the annual Parliamentary Mental Health Month event in October that showcased organisations delivering innovative work in the area of youth mental health and in November I had the privilege of visiting south west Sydney to meet with the Vietnamese-speaking community.

In late 2017 we commenced a strategic planning process to develop a set of key directions for the Commission for the next five years. The strategic directions were developed in partnership with the Deputy Commissioners, Community Advisory Council, the Commission’s executive and staff, and informed by our visits to communities across NSW. The strategic directions are now being finalised to also reflect the findings of the review. 2017 also saw the release of resources developed with the NSW Wellbeing Collaborative to support organisations and businesses to better understand wellbeing in their workplaces.

The 2018 year kicked off with a two-day workshop bringing together people with lived experience


of mental health issues, carers and families, representatives from across government, community and advocacy organisations to develop a Lived Experience Framework.

The Commission also undertook a joint project with the Ministry of Health to develop a Strategic Framework for Suicide Prevention, guided by the Suicide Prevention Advisory Group. This was a significant piece of work with 10 community consultations and more than 1,800 people providing input through attending fora, responding to an online survey or making written submissions. I thank all those who contributed their expertise to this process.

To undertake such a range of projects, as a Commission we need to continually reflect on our work and our approach. This enables us to be best placed to continue to partner with people with lived experience of mental health issues, carers and families, the community managed sector, government agencies, communities, peak bodies, with mental health clinicians and a vast multi-disciplined workforce, including the peer workforce, with the private sector, business and philanthropy. In this way we strengthen our collective efforts in achieving our common goal - to improve the mental health and wellbeing of the people of NSW. The Commission has a strong base and a track record of achievement from which to advance its work and I thank the inaugural Commissioner John Feneley for this legacy. I also thank the Deputy Commissioners and the Community Advisory Council for their support and contributions.

In 2017 the Commission undertook an internal review resulting in a realignment of some internal functions, which together with our strategic plan will provide both an agile structure and professional capacity to take on the challenges of working in an ever-changing environment.

A continuous quality improvement approach, contributed to by our internal audit program, has also seen a review of our external support service arrangements to ensure they are best positioned to support our corporate and business functions. In early 2018 the Commission undertook market testing of service supplier options and the project is on track to deliver in 2019. The Audit and Risk Committee (ARC) has provided invaluable guidance on this and the

wider business risk and corporate governance of the Commission.

While the Commission is an independent organisation, it cannot work independently of others, and I am very grateful for the cooperation of the local health districts (LHDs), primary health networks (PHNs), specialty health networks, NSW Health pillars, government agencies and community groups, individuals and organisations who supported us. The work of the Commission continues to be informed by the mental health peak organisations Being, Mental Health and Wellbeing Advisory Group, Mental Health Carers NSW and WayAhead and I appreciate their support.

I look forward over the next year to continue working collaboratively with all our stakeholders, key sector leaders and people across NSW - whether working in ways to support people on their recovery journey, providing clinical care, research, housing, employment, social or educational opportunities. While change can be challenging, so too are the barriers that stand in the way to leading mentally healthy lives. Together, and guided by the expertise of people with lived experience and the Aboriginal cultural values of a social and emotional wellbeing approach to our lives, we can take up that challenge.

Ms Catherine Lourey Commissioner Mental Health Commission of NSW


About the Commission

Purpose

To drive reform that improves the mental health and wellbeing of the people of NSW.

Vision

The people of NSW have the best opportunity for good mental health and wellbeing and live well in their own community and on their own terms.

Guiding principle We will be guided by the lived experience of people with a mental illness and their families and carers in all that we do.

Values• Leadership

• Independence

• Innovation

• Integrity

• Courage

• Hope

About the Commission

The Mental Health Commission of New South Wales was established in July 2012 for the purpose of monitoring, reviewing and improving the mental health system and the mental health and wellbeing of the people of NSW. The Commission advises the Minister for Mental Health and works with government agencies, community-managed and private sectors and the wider community to promote good policies and practices that make a positive difference in people’s lives and experiences of mental health. It achieves this through partnerships, collaboration and dialogue.

The Commission has a particular responsibility to consult with and represent the views of people with lived experience of mental health issues, families, kinship groups and carers. It embeds the principle of recovery in all its work – the idea that people who live with mental health issues are not defined by them, and are able to choose the services or other supports they need to live well in their own communities and on their own terms. The Commission recognises the citizenship of people

whose lives are affected by mental illness and is dedicated to guiding NSW in addressing stigma and discrimination.

Under its establishment legislation, the Mental Health Commission Act 2012, the Commission must particularly consider the views and needs of Aboriginal communities, of people who live in rural and regional NSW, and of culturally and linguistically diverse communities. The Commission regards its consultation with the community not as an isolated activity but as a continuing conversation that allows it to bring people’s expertise and experiences into the heart of its advice to government.

In line with the requirements of its Act, the Commission's first five-year work program and the Mental Health Commission Act 2012 were reviewed. This review, conducted by the NSW Ministry of Health during 2017-18 reconfirmed the ongoing role of the Commission to monitor, advocate and lead the mental health strategic directions for NSW. As part of this, the Commission will also continue to support progress towards the directions and actions of Living Well over the strategy’s 10-year horizon to 2024.

Our role


Our people

Commissioner

Systems Monitoring and Review

Policy and Coordination

Business Operations

Community Advisory Council

Director, Strategic Operations and

Communications

Deputy Commissioners

(part time)

Deputy Commissioner

(full time)

Communications and Stakeholder

Relations

Strategic Engagement and

Innovation

This team leads the knowledge sharing,policy development,wellbeing andlived experienceportfolios of theCommission.

This teammanages theCommission’sevents,publications,media, andoutreachactivities withcommunityand specialistgroups.

This teamconducts theCommission’sactivity in lawreform andpolicy, withparticularemphasis onissues relatedto justice anddisability, andleads whole-ofCommission business and corporate planning.

This teammonitors andreports onprogress withmental healthreform in NSW.The teamalso reviewsand evaluatesmental healthservices andprograms.

This teammanages theCommission’sfinancial,audit, humanresources,corporategovernanceoperations,facilitiesand supportfunctions.

The Commission employed 20 staff at the end of the reporting period in line with the staffing profile at Appendix 1. At 30 June 2018, the work of the Commission was also supported by five part-time Deputy Commissioners and 15 agency personnel. Advice was provided to the Commission by the 16 appointed Community Advisory Council members.

Each team member brings invaluable expertise and experience and this year, we would like to recognise Julie Robotham who we farewelled in June 2018. As Director Strategic Operations and Communications, Julie led the media and communications portfolio of the Commission from its earliest days. We thank her for her

leadership and contributions to many Commission achievements, including developing the Living Well Plan in 2014 and hosting the International Initiative in Mental Health Leadership Exchange in 2017.

Our structure (as at 30 June 2018)


Our Deputy Commissioners

Under the Mental Health Commission Act 2012, the Governor may appoint one or more Deputy Mental Health Commissioners, for an initial period of up to three years, who may be appointed for two successive terms of office. Additionally, under the Act, the Commissioner or at least one Deputy Commissioner must be a person who has or has had a mental illness.

Dr Robyn Shields AM

Growing up in the shadow of an asylum, Dr Robyn Shields’ first impression of mental illness was that it was about being locked away and was not to be discussed.

"When I found myself with a professional career in mental health, I was

amazed and traumatised by seeing first-hand the treatment mentally ill people were given. It was awful," she says.

Dr Shields has worked in the mental health sector for many years and is now undertaking specialist training as a psychiatry registrar.

Reducing stigma, promoting trauma-informed care and recovery and finding mental health solutions for the most disadvantaged groups, particularly Aboriginal people and forensic patients, are her passions. “I’m interested in breaking the cycles and patterns of dysfunction in the mental health system.”

As a proud Aboriginal woman, Dr Shields is acutely aware of the need for Indigenous communities to design and control their own services. “There’s no easy fix, but it’s essential this never gets put off the government’s agenda.”

Dr Shield's appointment as Deputy Commissioner began in March 2013. Her third term is current until November 2018.

Highlights for 2017-18: “Hearing about the German college of psychiatry's apology for treatment of people with mental illness during the holocaust at the 'Working the Past: psychiatry and Aboriginal Australia' forum hosted by University of Sydney in March 2018 gave me food for thought. I was on the panel and the discussion addressed the historical role that psychiatry has played with Aboriginal people. The question was raised: Is there an opportunity to reflect on the past and consider an apology to Aboriginal people in Australia?

I went to Uluru in August 2017 to speak at the College of Psychotherapy about loss, grief and trauma in Aboriginal communities and what psychotherapy has to offer. Having a trauma-informed approach is crucial to successfully working with Aboriginal communities.

In June 2018 Aboriginal leaders from across the State came together at the Commission office to share how Aboriginal-led services improve their communities’ social and emotional wellbeing. People shared the non-clinical ways they help community members to feel strong, connected and supported. We also discussed how these ways of caring could be formally documented so they can be used by other services that provide support for Aboriginal people. The meeting was a great success and I'm keen to see the development of this important project.

I'm continuing to work with the Aboriginal Legal Service about how to facilitate culturally appropriate access to court evidence, to avoid the traumatisation of Aboriginal people who come into contact with the justice system. If we get this right it will make a huge difference to those people.”


Fay Jackson

Fay Jackson is the Deputy Commissioner of the NSW Mental Health Commission, General Manager of Inclusion at Flourish Australia and founder of Vision In Mind. Fay is a member of the Agency for Clinical Innovation and Commission of Clinical Excellence council in NSW and is a member of the

National Consumer and Carer Register.

She has also been the Director of Consumer, Carer and Community Affairs with the Illawarra South East Sydney Mental Health Service where she grew and managed a staff of Peer Workers and Carer Support Workers.

Her story of overcoming severe mental health issues to gain her position in society is inspiring. She is passionate and funny in her speeches and has won many awards for her work. She was a guest on the ABCs One Plus One program in early 2017 and a panelist on QandA. Her appearance on this program prompted a record number of Tweets and emails to the ABC.

Ms Jackson's appointment as Deputy Commissioner began in March 2013. Her third term is current until November 2018.

Highlights for 2017-18: "Visiting the Goulburn Base Hospital to witness the innovative and brave steps they have taken to decrease angst, seclusion, restraint and coercion on the wards was a highlight for me. The entire staff at this service needs to be praised and thanked for their amazing work.

When I read the recommendations of the Seclusion and Restraint Review and saw that more than half of the 19 recommendations where marked as “must do” recommendations was great, however I felt that all recommendations should have been “must do” recommendations. I also feel that the review did not go far enough and should have called for complete stop to seclusion, restraint and coercive practices in NSW hospitals and other services.

Speaking about human rights at the VMIAC Conference held in Melbourne, I highlighted that while Australia is a signatory to the International Convention on Human Rights, mental health services, police and ambulance services do not meet those conventions while they are using seclusion, restraint and forced treatment.

I also spoke at the Sydney Opera House to their workforce about mental health and wellbeing. People involved in the arts are only just realising how important it is to ensure the mental wellbeing of their staff both on and behind the stage.

Being invited to be the keynote speech at the SafeWards conference in Melbourne was an honour. It is always a great honour when nurses and clinical staff really want to hear from a lived experience perspective.

Being involved in the writing of the Lived Experience Framework has been rewarding. The Framework will help set the direction for embedding lived experience at all levels of the mental health sector."


Allan Sparkes CV, OAM, VA

Allan Sparkes is a committed mental health and suicide prevention advocate. He has a lived experience of the abject distress and fear that post traumatic stress disorder, chronic depression and suicide ideation can bring into a person’s life.

“We need to implement more programs to provide people with the information and knowledge they need to combat the stresses of our modern professional and personal lives. This information needs to be implemented and scaled to all stages of a person’s life from the time they start school till the time they are ready to retire. Learning how to build the three foundation stones of good physiological health are crucial,” he said.

Allan is one of Australia’s most highly decorated civilians. He is the only Australian to be awarded Australia’s highest bravery decoration and civil award, the Cross of Valour (CV) and a subsequent Australian Bravery Decoration, the Commendation for Brave

Conduct. He has also been awarded the Medal of the Order of Australia (OAM) for service to the community and mental health organisations among a number of other significant awards for bravery and service. He is the Patron of the Thomas Kelly Youth Foundation and he is also an ambassador for beyondblue, Australia Day, Soldier On and Kookaburra Kids.

Highlights for 2017-18:

"This is my second year of working with the Mental Health Commission as a Deputy Commissioner. It is a role I am deeply proud of.

I continue to see positive changes in the way mental ill health is being addressed. The ball has certainly started rolling but we have a long way to go. I am a firm believer in the need for far more proactive approaches to psychological health to be implemented across all sectors of our society. Equipping people with factual information about the physiological risks and consequences they face by not sleeping correctly, not exercising and poor diet choices must be an absolute priority. The axiom of the correlation between good physical health and good mental health has never been more evident.”

Dr Martin Cohen

Conjoint Associate Professor Martin Cohen is a long-time advocate from within the system for people who experience mental health issues. A former Executive Director and current board member of Hunter New England Mental Health, he is also a board member of the

Hunter Medical Research Institute and joint Managing Director of Asclepius Health.

As a psychiatrist, Dr Cohen hopes to be able to work with representatives from the clinical disciplines to further embed a person-centred, community-focused perspective. “There certainly has been a lack of understanding of the actual reform process in some sectors of the medical and allied health professions,” he says. “The emphasis has often been on in-patient public mental health services, and we need to put more focus on community-based services to deliver a coherent clinical message.”

As a leader in the early development of the National Disability Insurance Scheme (NDIS) pilot site in the Hunter region, Dr Cohen helped ensure psychosocial disability as a consequence of mental illness was properly served. “I believe the NDIS is a great thing for people with a mental illness,” he now says.

Dr Cohen’s passions are the mental health and social and emotional wellbeing of Aboriginal people and physical health support for people who experience mental illness and promoting good mental health and prevention through regional primary health networks.

Dr Cohen's appointment as Deputy Commissioner is from December 2016 until November 2018.


"I had the opportunity to present to the corporate sector on work place mental ill health, corporate responsibility and prevention and promotion in the workplace. I have presented to community managed organisations and community mental health teams on trauma informed care and the work of the Commission in mental health reform. I have been delighted to engage in lively debates with people in the refugee advocacy space.

The challenges that face our system as it transforms are considerable and I have found the engagement and enthusiasm of many to be reassuring. I have also heard dissenting views from some, particularly in relation to the speed and process of transformation. All of these conversations demonstrate that our community is engaging with our work to change the approach to mental health across all sectors. I am excited to be able to continue the work of the Deputy Commissioners before me and join with the Commission to ensure that Living Well becomes ingrained in the vernacular of NSW.”


Karen Burns

As a leader with exceptionally wide experience in the community managed sector, Karen Burns brings technical knowledge and cultural understanding at a time when the National Disability Insurance Scheme and the rise of primary health networks

are creating massive changes for mental health community-managed organisations.

“It’s about positioning the Commission to provide the right sort of support that will let those organisations flourish,” says Ms Burns. “There is great opportunity to optimise the way we operate to be much more responsive to local needs.”

One aspect is developing leadership and business skills among community-managed organisations to help them respond to the more entrepreneurial operating environment. Sustaining and protecting small, highly specialised organisations is another.

With professional qualifications in nursing and psychology, Ms Burns has worked in adult and adolescent mental health, drug and alcohol and tele-health services across the government, private and community-managed sectors. She was motivated to work in mental health by her childhood experience of seeing her family inclusively support a relative with a severe and persistent mental illness, and believes strongly in “diversity and difference in how people choose to live their lives and how they engage with their experience of the world.”

A former Chair of the Commission’s Community Advisory Council, she was also until recently Chair of the Mental Health Coordinating Council, the NSW

peak for community-managed organisations working in mental health.

Ms Burn's appointment as Deputy Commissioner ended in August 2018.


Ms Burns led some key Commission projects, including our review of the indicators used to measure Living Well's progress, and our work to develop a set of evidence-based principles that people can use when planning, developing and monitoring community-based supports for people with mental health issues and their families and carers. She oversaw the Commission's activities to monitor and report on mental health reform, as well as the Commission's own business operations. She inspired all with her leadership during a time of transition at the Commission.

Ms Burns was passionate about sustaining and protecting small, highly specialised community organisations to ensure the NSW community does not lose their valuable work. She was interested in developing leadership and business skills among non-government organisation executives to help them respond to system changes, including the roll out of the National Disability Insurance Scheme (NDIS).

Promoting workplace wellbeing and participating in visits to communities around NSW were among the highlights of Ms Burns' time at the Commission. She was also instrumental in championing the use of clinical supervision, to ensure Commission staff and all those we meet with are supported.

During 2017-18 Karen Burns took up the reins of the full-time Deputy Commissioner role. The Commission thanks her for her unstinting support, commitment to collaboration and her significant contributions to the Commission's work.

Karen Burns left the Commission in July 2018.


This year was very active for the CAC; members were involved in a number of Commission projects, including:

• Strategic Framework for Suicide Prevention in NSW

• Lived Experience Framework• Commission’s annual

community visits• Aboriginal Mental Health

Policy Mapping project• Building community-based

mental health services and supports project

• Commission’s Key Directions 2018- 2023.

In addition, the CAC has played more of a strategic role in responding to and/or supporting broader initiatives external to the Commission, which this year included the NSW Ministry of Health Mental Health Safety and Quality in NSW: A plan to implement recommendations of the Review of seclusion, restraint and observation of consumers with a mental illness in NSW Health facilities. The CAC recommended a number of considerations around how people with lived experience, their families, and carers could be meaningfully involved in the codesign process at the local level, including the design of therapeutic environments, improved and more regular reporting on seclusion and restraint incidents, and more improved and more regular communication for individuals and their families.

Special acknowledgement and thanks go to Janet Vickers and Daya Henkel, whose tenures with the CAC finished this year. Both members brought a wealth of experience, energy, and invaluable contributions to the work of the Commission and it is greatly appreciated.

Community Advisory CouncilMeeting four times during 2017-18, the Mental Health Commission’s Community Advisory Council (CAC) continued to provide invaluable advice to the Commission to ensure its work remains aligned with community priorities.

As well as providing advice on issues referred by the Commission, Council meetings are an opportunity for members to inform the Commission about important activities and issues in their communities.

The Council has 16 members including the Commissioner, Chair and Deputy Chair.

A message from Jenni Campbell, Chair:


Council members* as at 30 June 2018:

Dr Josey AndersonJosey Anderson is the Clinical Director of the Black Dog Institute and leads the Institute’s Depression Clinic. As a child and adolescent psychiatrist she has a special interest in early intervention, treatment and recovery in child and youth mental health. She also has a keen interest in innovative service development in collaboration with public, private and non-government partners-in-care.

Ms Lyn AndersonLyn Anderson has 30 years’ experience caring for a loved one with mental illness. Lyn is a member of Mental Mental Health Australia’s National Register. A founding member of the North Shore Carers Network and sits on several Northern Sydney LHD committees. Ms Anderson is a consultant to many carer organisations such as Mental Health Carers NSW, One Door, Carers NSW, Community Care Northern Beaches and NSW Police mental health training.

Mr Tom Brideson Tom Brideson is an Aboriginal man who has provided leadership in the field of Aboriginal mental health for many years. Mr Brideson is the NSW State-wide Coordinator for the NSW Aboriginal Mental Health Workforce Program.

Ms Jenni Campbell (Chair)Jenni Campbell has a strong background in mental health leadership, planning and policy having worked across non-government recovery oriented services, primary mental healthcare and more recently as part of the executive leadership team of a large rural primary health network. Ms Campbell holds qualifications in social work and human services management and has worked in rural mental health settings for 13 years.

Ms Maria Cassaniti Maria Cassaniti’s key area of interest is in the development of mental health services that respond to the needs of diverse populations. With a background in social work, Ms Cassaniti has worked

for the Transcultural Mental Health Centre since 1994 and has been employed as its manager since 2006.

Ms Irene GallagherIrene Gallagher is a passionate peer support worker, advocate, educator and academic who has served in the mental health sector for 25 years. Ms Gallagher is the child of refugee parents and has a particular interest in peer work, trauma informed practice, homelessness, suicidality, and culturally and linguistically diverse (CALD) communities. She identifies as a carer and a person with lived experience.

Mr Peter Gianfrancesco Peter Gianfrancesco has worked in mental health in Australia and the United Kingdom for 35 years. He is the NSW State Manager for Neami National, with extensive clinical experience focussing on crisis intervention and home treatment. He is passionate about recovery oriented practice.

Mr Tim Heffernan Tim Heffernan is the Mental Health Peer Coordinator at COORDINARE, South Eastern NSW Primary Health Network. Previously he worked as a consumer peer worker for Illawarra Shoalhaven Local Health District. He is a past chair of Being (NSW Consumer Advisory Group) and the NSW Public Mental Health Consumer Workers Committee. He was a foundation member of the Agency for Clinical Innovation’s Mental Health Network Executive Committee. He is an executive member of the Illawarra Shoalhaven Suicide Prevention Collaborative.

Dr Cathy KezelmanCathy Kezelman is a consumer advocate, medical practitioner and President of Blue Knot Foundation, National Centre of Excellence for Complex Trauma. Dr Kezelman is co-author of nationally and internationally acclaimed Guidelines for Treatment of Complex Trauma and Trauma Informed Care and Service Delivery, which promote the recognition of the public health issue of unresolved trauma and pathways to recovery and resilience for people affected by complex trauma.


Dr Rod McKayRod McKay is a psychiatrist and Director, Psychiatry and Mental Health Programs at the Health Education and Training Institute (HETI) Mental Health Portfolio. He is also Clinical Advisor, Older People's Mental Health, Mental Health Branch, NSW Ministry of Health and current Chair of the Royal Australian and New Zealand College of Psychiatrists’ Community Collaboration Committee.

Mr Eugene McGarrellEugene McGarrell is General Manager, Community and Health Engagement at icare NSW. Since starting his career as a mental health nurse, Mr McGarrell has amassed extensive experience working in government health and social services in the UK and Australia, including as District Director Northern Sydney with the Department of Family and Community Services. In this capacity, he started The Collective NSW to better connect community, government, non-government and business to work together on collective issues.

Hon. Dr Brian Pezzutti Brian Pezzutti is a registered medical practitioner and is employed as a Director, Department of Anaesthesia and Perioperative Care within the Northern NSW Local Health District. Dr Pezzutti was a member of the NSW Legislative Council from 1988 to 2003 and is Chair of the Northern NSW Local Health District Board.

Ms Jenna Roberts (Deputy Chair) Jenna Roberts is the Lifespan Coordinator at Murrumbidgee Primary Health Network. Ms Roberts has lived experience of mental illness and is actively involved in suicide prevention and awareness initiatives.

Ms Jaelea SkehanJaelea Skehan is the Director of Everymind and an internationally respected leader in the prevention of mental illness and the prevention of suicide. Ms Skehan is a registered psychologist with over 15 years of experience working in mental health and suicide prevention and holds a conjoint appointment with the School of Medicine and Public Health at the University of Newcastle.

Mr Alan WoodwardAlan Woodward is Executive Director at the Lifeline Research Foundation and a Board Director for Suicide Prevention Australia (SPA). Mr Woodward has experience in the design and conduct of research to explore consumer use and experiences of services, program evaluations, policy analysis, and services development, especially in the areas of housing, mental health, suicide prevention, children and young people, ageing and rural/regional service delivery.

*All council members have been appointed for a term of three years, effective from 1 December 2016 up to and including 30 November 2019.


Community Advisory Council members (from left): Hon. Dr Brian Pezzutti, Tom Brideson, Eugene McGrarrell, Jenna Roberts, Tim Heffernan, Catherine Lourey (Commissioner), Alan Woodward, Lyn Anderson, Irene Gallagher, Daya Henkel, Maria Cassaniti

Absent from photo: Jenni Campbell, Rod McKay, Dr Josey Anderson, Peter Gianfrancesco, Dr Cathy Kezelman, Jaelea Skehan

The Commission farewelled Janet Vickers and Daya Henkel from the Community Advisory Council in 2017-18. The Commission acknowledges their valuable contributions to the work of the Commission with their unique insights and experience.


July The Commission released Living Well in Later Life: The Case for Change and the accompanying Living Well in Later Life: A Statement of Principles which advocate for better mental health and wellbeing for older people.

August Catherine Lourey appointed as NSW Mental Health Commissioner on 18 August, following on from her roles within the NSW Mental Health Commission and National Mental Health Commission.

September The Commissioner awarded the Community Champion Award to the Clarence Youth Action Group for their work to improve social connections and wellbeing for young people in the Clarence Valley.

October Organisations doing innovative work in the area of youth mental health were given the opportunity to show their work to Members of Parliament at the NSW Mental Health Commission’s third annual Parliamentary Mental Health Showcase event on World Mental Health Day on 10 October.

November The Commission visited south west Sydney to listen and talk with the Vietnamese-speaking community about how to better support their mental health and wellbeing.

December The Commission endorsed the reduction and elimination of seclusion and restraint practices in mental health facilities as outlined in Review of seclusion, restraint and observation of consumers with a mental illness in NSW Health facilities. NSW Deputy Mental Health Commissioner Robyn Shields was a member of the expert review panel.

Highlights 2017

July 2017

October 2017

November 2017September 2017

August 2017


Highlights 2018January The Commission prepared a submission into the adequacy of youth diversionary programs in NSW, one of the many submissions we write. See a list of submissions prepared in 2017-18 on page 19 of this report.

February A two-day Lived Experience Framework workshop was held by the Commission on 15-16 February. People with lived experience of mental health issues, carers and stakeholders from the mental health and social support sectors came together to design the Framework which promotes opportunities for people with lived experience of mental health issues to participate, lead and influence the mental health system.

MarchThe Commission began consultations with individuals and organisations across NSW on the ‘Strategic Framework for Suicide Prevention in NSW’, on behalf of the NSW Government to better understand the unique strengths and needs of individual communities and inform the development of the draft Framework.

April Suicide prevention consultations continued in April, with more than 1,800 people providing input across a range of consultation methods including forums, online survey, submissions and interviews.

May The Commission travelled to Armidale to meet with local community members and services and hear how changes to the mental health system are progressing. The visit was one of four community visits the Commission undertakes every year to different parts of NSW.

June New interactive data on how mental health reform is tracking was released on the Commission website. Some of this data had not been released publicly before, and is the result of customised data requests made by the Commission.

February 2018

May 2018

April 2018

June 2018

March 2018January 2018


Our work

The following examples of our work across 2017-18 reflect the diversity of ways the Commission influences NSW towards reform.

Review of the Commission

A five-year review of the Mental Health Commission of NSW was a requirement when it was established in July 2012 under the Mental Health Commission Act 2012.

The review was led by Dr David Chaplow, a former National Director of Mental Health and Chief Advisor, Ministry of Health, Wellington, New Zealand, reporting to the Minister for Mental Health.

To prepare for the Review, the Commission provided an overview of its work since establishment, mapping projects and activities against the functions and principles of the Act, an overview of the establishment of the Commission from accommodation to staffing structures, accounting and risk management systems; proposed changes to legislation; and an overview of legislative and other models for Mental Health Commissions.

Towards a just system forum

The launch of a Commission report on how people with mental health issues and cognitive impairment fare in the justice system attracted leading academics, public servants, legal practitioners, mental health advocates and current and former ministers to NSW Parliament House. Towards a just system: Mental illness and cognitive impairment in the criminal justice system argues that a failure to provide appropriate services for people with mental illness and cognitive impairment who commit crimes is taking a huge social and financial toll on NSW. The report included 11 recommendations for change and was tabled in Parliament on 26 July.

Forensic Working Group

Following the publication of the Commission’s report Towards a just system and other reviews into the treatment of people with mental health issues in the justice system, the NSW Government set up a Forensic Working Group led by the Department of Justice. The Commission is among the Group members. In 2018 the Group progressed reforms that aim to reform the way people with

mental health issues and cognitive impairment are treated in the justice system.

Seclusion and restraint review

Deputy Commissioner Dr Robyn Shields AM, was included in a panel of experts appointed by the Government to conduct the review of seclusion and restraint practices in NSW health facilities in May 2017 which reported to the Minister for Mental Health in December 2017.

The Commission endorsed the findings of the Review as well as the Safety and Quality in NSW plan released in April 2018 and will continue to work with people with lived experience of mental health issues to deliver a Lived Experience Framework which will ensure the voice of lived experience is considered in service reviews and planning. The Commission is also working with the Agency for Clinical Innovation to support implementation of the Review recommendations relating to lived experience participation.

An influential CommissionThe Commission's focus brings the voice of lived experience together with expertise, evidence and promising practice across the sector to improve outcomes for people in the community. Its impact is based on how it influences other government agencies, the community-managed sector and the community more generally to make positive changes that improve the mental health system and the mental health and wellbeing of the people of NSW.

Its most obvious influence is through the Government’s adoption of Living Well: A Strategic Plan for Mental Health in NSW 2014-2024, and the progressive implementation of the 10-year reform agenda.


Mental Wellbeing Impact Assessment for therapeutic environments

The Commission partnered with Murrumbidgee Local Health District to pilot the use of the Mental Wellbeing Impact Assessment (MWIA) tool in an inpatient mental health facility. MWIA methodology is used to assess the impact of a policy, program or service on the wellbeing of a target population. In this project, MWIA methodology was used to explore how therapeutic environments in acute mental health patient units could be improved, in line with the recommendations of the Review of seclusion, restraint and observation of consumers with a mental illness in NSW Health facilities. Workshops were held with people with mental health issues, staff and management during June 2018 and a report is being prepared.

Cemetery project

The Commission has been supporting the NSW Ministry of Health since 2014 on a project to memorialise the cemetery on the site of the old Gladesville Hospital. In January 2018 the road traversing the cemetery site was closed. Signage was erected that was drafted in close consultation with a group of key stakeholders, one of whom was a former patient of Gladesville Hospital.

Aboriginal mental health policy mapping project

In 2017 the Commission engaged Aboriginal consultants Cox Inall Ridgeway to map NSW Government policies across human services, to see how they reflected and impacted on Aboriginal people’s mental health and social and emotional wellbeing.

Findings from the mapping project highlighted the importance of holistic approaches to Aboriginal mental health; trauma-informed workplaces; cultural safety; self-determination; and co-design with Aboriginal leaders and Aboriginal people affected by mental health issues.

Submissions

The Commission advocates for changes that will improve the mental health and wellbeing of the people of NSW by making submissions to inquiries and reviews at state and federal levels. In 2017-18, the Commission made a number of written submissions, including the reviews listed below:

• Joint Submission with the National Mental Health Commission, Queensland Mental Health Commission, South Australian Mental Health Commission on mental health conditions experienced by first responders, June 2018

• Inquiry into the accessibility and quality of mental health services in rural and remote Australia, May 2018

• Inquiry into the incarceration rate of Aboriginal and Torres Strait Islander peoples, August 2017

• Inquiry into effectiveness of the Aged Care Quality Assessment and accreditation framework, August 2017

• Inquiry into support for new parents and babies in NSW, December 2017

• Inquiry into the adequacy of youth diversionary programs in NSW, February 2018

• Inquiry into the management of health care delivery in NSW, August 2017

• Inquiry into the prevention of youth suicide in NSW, August 2017

• Inquiry into emergency services agencies, August 2017

• Review of the operation of the NSW Mental Health Review Tribunal in respect of forensic patients, September 2017

• Joint submission with Mental Health Commissions across Australia on the effective implementation on the Optional Protocol to the Convention against Torture and other Cruel, Inhuman or Degrading Treatment or Punishment (OPCAT) in Australia, August 2017

• Joint submission with other Mental Health Commissions to the inquiry into the adequacy of existing cyberbullying laws, October 2017

These submissions can be viewed on the Commission website.

Participation in Inquiries

The NSW Mental Health Commissioner appeared before several inquiries during 2017-18:

• Inquiry into Emergency Services Agencies, March 2018

• Inquiry into the Adequacy of Youth Diversionary Programs, May 2018

• Inquiry into the Prevention of Youth Suicide in New South Wales, February 2018.


The Commission in the communityThe Commission has a unique opportunity to ensure the needs and experiences of people across NSW are heard by Government so that they can inform mental health policy and planning. The Commissioner, Deputy Commissioners and Commission staff travel frequently within the state, to talk with agency representatives, local government, community managed organisations, people with lived experience of mental health issues, carers and members of the community, observing first-hand the things they are doing to respond to local needs.

Community visits

In 2017-18 the Commission undertook five community visits to better understand how the mental health system is working ‘on the ground’. Communities visited were Armidale, Wollongong, Griffith and Wagga Wagga, and the Vietnamese speaking community of south western Sydney. During these visits the Commissioner, Deputy and staff met with people with lived experience of mental health issues, families, carers and the services that support them, as well as local councils and members of parliament.

Some of the issues people raised included confusion around how to access NDIS services, carer respite, suicide prevention, lack of coordination of services and lack of knowledge on what is available. In some of the regional locations geographic isolation and an over-reliance on a ‘fly in fly out’ mental health workforce was seen as a challenge. Reports from these visits will be made available on the Commission website.

Community Champion Award

The Commission recognised the wonderful work that young people in NSW’s Clarence Valley are doing to support their peers’ wellbeing at the annual Mental Health Matters Awards in October.

NSW Mental Health Commissioner Catherine Lourey gave the 2017 Commissioner’s Community Champion Award to Clarence Youth Action (CYA), a group of 12 to 25 year olds who help young people in their region feel connected and supported. CYA operates with support from Clarence Valley Council, including advising Council on youth issues and hosting events for young people.

Young people

To further its engagement with and advocacy for young people and their mental health needs, the Commission worked closely this year with the NSW Advocate for Children and Young People. The two organisations worked together to consult with youth across NSW on the development of The Strategic Framework for Suicide Prevention in NSW, including at the NSW Youth Week forum held at Parliament of NSW and at a series of meetings with the NSW Youth Advisory Council. The Commission also supported the Advocate’s ‘Now and Forever’ campaign to end violence against children and the launch of the Improving wellbeing through student participation at school report.

Culturally and linguistically diverse communities

The Commission undertook a project looking into the mental health literacy levels of culturally and linguistically diverse (CALD) communities in NSW.

Two communities were chosen that included large numbers of people who have experienced torture and trauma; with few in-language resources; with low rates of English proficiency; with high rates of speaking a language other than English at home; and are at high risk of mental health issues.

The Commission worked in partnership with the Multicultural Health Communication Service and the NSW Service for the Treatment and Rehabilitation of Torture and Trauma Survivors (STARTTS) to identify mental health literacy levels and needs of two communities: Indian women, and the Hazara community from Afghanistan.

The consultants’ findings on each community’s literacy levels and barriers were delivered to the Commission in June 2018 and will be published on the website later in the year.


Aboriginal Social and Emotional Wellbeing Models of Care

The Commission worked with Aboriginal communities, leaders and service providers to build the evidence base on how Aboriginal-led services support their communities’ social and emotional wellbeing. The Aboriginal Social and Emotional Wellbeing Models of Care project aimed to document the non-clinical ways Aboriginal-led services help community members feel strong, connected and supported, so that other

services that support Aboriginal people experiencing mental health issues and their families can learn from them. The project was led by the Aboriginal community. This included a group of representatives who guided the project’s direction, and Aboriginal consultants Cox Inall Ridgeway who gathered learnings from respected Aboriginal service providers across NSW. The consultants’ findings were reviewed by Aboriginal members of the project, who plan to continue working together to create a single model of care.

Advisory group members for the Aboriginal Social and Emotional Wellbeing Models of Care project, June 2018


Community visits

Commission staff visited Armidale, Wollongong, Wagga Wagga, and the Vietnamese speaking community of South Western Sydney during 2017-18.

The Commission undertakes community visits every year to different parts of NSW to hear about how the mental health system is working ‘on the ground’.

1. NSW Mental Health Commissioner Catherine Lourey addresses the interagency workers group in South West Sydney during the Vietnamese community visit, November 2017

2. Workshop participants at a meeting in South West Sydney, November 2017

3. Griffith Multicultural meeting with Catherine Lourey, November 2017

4. View of Armidale township, May 2018

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5. Deputy Commissioner Karen Burns with Dianne Kitcher and Alison Bradley, Coordinare in Wollongong, March 2018

6. Aboriginal artwork from Wollongong, seen during a visit by the Commission to Wollongong and the surrounding area, March 2018

7. Carers speak out at the morning tea with the Commissioner in Armidale, May 2018

8. Armidale Mental Health Unit staff Krystina Micke and Warren Isaac with NSW Mental Health Commissioner Catherine Lourey and Ros Montague, clinical psychologist in Armidale, May 2018

The Commission thanks all those who made time to meet with our staff. A full report on the community visits will be available in the coming months on the Commission website.

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Lived Experience Framework development and codesign process

The Commission partnered with people with lived experience of mental health issues, families and carers, and other stakeholders to start developing a Lived Experience Framework for NSW. The purpose of the Framework is to support people with lived experience of mental health issues and caring to participate in, lead and influence every part of NSW’s mental health and social support systems. The project builds on the Consumer Lived Experience and Carer Lived Experience Projects done in earlier years, which found lived experience needs to be embedded across the system.

The Framework was created using a co-design approach. An advisory group made up of people with lived experience of mental health issues, families and carers and other stakeholders including mental health services and Commission staff, steered the project. The Framework is due to be released in 2018.

Carers

In addition to co-creating the Lived Experience Framework, the eight members of the Commission’s Carer Lived Experience Project produced a range of outputs that encourage other families and carers to increase their participation, influence and leadership in the mental health

system. The members wrote about their personal journeys in a series of ‘Carer Pathway Stories’ published on the Commission’s website; took part in media and advocacy training; and were among the carers featured in a suite of videos produced by the Commission that share the key messages that families and carers want psychiatrists, general practitioners, mental health workers, policymakers and ministers, and families and friends to hear.

Support for carers

The Commission took part in a number of carer-focused activities throughout the year. On World Bipolar Day in March 2018, NSW Mental Health Commissioner Catherine Lourey launched a new resource for families of people recently diagnosed with bipolar disorder, called ‘Coming Home with Bipolar’. Commission representatives also participated in committees focused on improving outcomes for carers including the Department of Family and Community Services’ NSW Carers Strategy Implementation Committee and Carer Peer Support Steering Committee, and Carers NSW’s Carer Rights & Complaints Network.

Consumer Workers’ Forum

Commission staff were guest speakers at the 2017 Consumer Workers’ Forum, an annual event where peer workers from across

the state come together for two days of networking, sharing and learning. Consumer or peer workers are mental health workers who are “experts by experience” and use their personal experience of mental health issues and recovery to support others to recover. At the Forum, Deputy Commissioner Allan Sparkes shared the strategies he uses to keep well. Commission staff also led an education session about the Wheel of Wellbeing, which is a tool that peer workers can use to help clients in their recovery and to support their own wellbeing.

Consumer Led Research Network

The Commission supported the Consumer Led Research Network (CLRN) to develop a Memorandum of Understanding (MoU) with the Brain and Mind Centre at the University of Sydney. The MoU will see the two groups work together on future research projects. This includes developing grant proposals, sharing skills and knowledge, and educating researchers on why it is so important for people with lived experience of mental health issues to be participate in and lead research. While the CLRN is independent, the Commission provided support to the Network in its early years and is very pleased that the CLRN’s new partnership with the Brain and Mind Centre will

Amplifying the voice of lived experienceIn all its work, the Commission is guided by the lived experience of people with mental health issues, their families and carers. The Commission promotes policies and practices that recognise the autonomy of people who experience mental illness and support their recovery, emphasising their personal wellbeing.


help make it sustainable in the long term.

Mental health for people with intellectual disability

Since 2014 the Mental Health Commission of NSW has partnered with the University of New South Wales and government agencies on a National Health and Medical Research Council funded project: Improving the Mental Health Outcomes of People with Intellectual Disability. In 2017-2018 the researchers continued to develop several publications on the results of this multi-faceted research project.

In March 2018 a national roundtable was held that brought together clinicians, academics and sector representatives, people with

intellectual disability and carers to develop recommendations to improve mental health services and outcomes for people with intellectual disability. A series of practical recommendations developed for eight key elements of an effective mental health care system are being summarised in a Communiqué to facilitate further influence and advocacy.

In related work the Commission supported a UNSW project to scope the need for a state-wide tertiary referral service for people with intellectual disability and mental health issues. Specifically the Commission funded consultations undertaken with people from culturally and linguistically diverse backgrounds.

Media depictions of child sexual abuse

The Commission funded the Blue Knot Foundation to develop a discussion paper on Australian news and media depictions of child sexual abuse, as a response to the reporting that followed the Royal Commission into Institutional Responses to Child Sexual Abuse.

The report will be delivered in late 2018 and will form the basis of further exploration into this important issue.

Participants at the Commission's Lived Experience Framework workshop held in February 2018


Promoting wellbeing and preventing suicideGood mental health and wellbeing are the foundations for positive life choices, strong relationships and supportive communities, so people can live fully and contribute socially and economically to society. A focus on strengthening wellbeing can help individuals, families and communities come through times of adversity. The Commission works to embed an emphasis on wellbeing across all Government programs and agencies, and to increase self-agency and resilience throughout the NSW community.

Suicide Prevention Advisory Group

The Commission continued to co-chair the NSW Suicide Prevention Advisory Group with the NSW Ministry of Health. The Group, which includes clinicians, policy makers, advocates, experts and community organisations and people with lived experience of attempting suicide or losing a loved one to suicide, meets twice a year. In 2017-18 the Group advised the Commission and Ministry on the development of a draft Strategic Framework for Suicide Prevention in NSW, including agreeing on seven guiding principles for suicide prevention in NSW.

Suicide Prevention Framework

The Minister for Mental Health tasked the Commission and the NSW Ministry of Health to partner together to consult with the people of NSW and develop a Strategic Framework for Suicide Prevention in NSW. Consultations were held between January – June 2018 and more than 1800 people took part. Consultation methods included:

• 13 community forums held across NSW, including specific consultations with the following priority populations: Aboriginal and Torres Strait Islander people, young people, people who identify as LGBTQI and

people from rural and remote communities

• an online community survey • input from the NSW Suicide

Prevention Advisory Group, gathered using a simplified Delphi process

• submissions from agencies and other organisations and stakeholders

• interviews with agencies across NSW Government to design a governance architecture.

The consultations highlighted the need for actions that respond to the needs of individual communities balanced with what the evidence base says works to reduce suicide.

The draft Strategic Framework for Suicide Prevention in NSW was submitted to the Minister for Mental Health in August 2018.

Check Up from the Neck Up

The Commission continued to hold community conversations about mental wellbeing and work to reduce the stigma associated with mental health issues by hosting three Check-Up from the Neck-Up activities in 2017-2018. The initiative encourages people to take time out for quick mental wellbeing assessment. The Commission partnered with clinicians, peer workers and volunteers from local health districts and community-

managed organisations to provide the ‘check-ups’ to the community. The Check-Ups were held at Carers Day Out in Redfern in October; at the NSW Rural Women’s Gathering in Narranderra in October; and on Sydney’s Northern Beaches in November to mark Perinatal Depression and Anxiety Awareness Week.

NSW Wellbeing Collaborative

The Commission supports the work of the NSW Wellbeing Collaborative, a group of cross-agency, cross-sectoral leaders in wellbeing. During 2017-2018 the Collaborative’s Strategic Leadership Group focused on disseminating its Wellbeing Series of publications and reviewing its communications channels. The Collaborative also advanced its work to develop wellbeing measurement and evaluation tools. It engaged the Centre for Social Impact to do a scoping study and consultations for a potential NSW Wellbeing Indicator Bank, to be finalised in the coming months. The Collaborative also did an assessment of people’s needs against existing wellbeing outcome frameworks.

Community Wellbeing Collaboratives Model

The Commission engaged the Centre for Rural and Remote Mental Health (CRRMH) to


develop a Community Wellbeing Collaboratives Model. The Model will support community groups around NSW to take initial steps to build resilience and wellbeing in their communities. It will do this by helping them understand local issues and move towards creating a credible, local, needs-based plan to address them.

As part of this work to support local communities’ wellbeing, the Commission stayed in touch with community wellbeing initiatives happening around NSW. These include the CREATE Change Coalition in Muswellbrook, Our Healthy Clarence in the Clarence Valley and the Mayor’s Mental Health Taskforce in Lithgow.

SafeWork Strategy for NSW

The Commission contributed to the development of the NSW Mentally Health Workplaces Strategy 2018-2022, which was released in June 2018. The Strategy’s development was led by SafeWork NSW and the Commission was one of many who took part in the consultation and feedback process, including attending the Mentally Healthy Workplaces Summit in November 2017. During the year the Commission and SafeWork NSW also entered into a Memorandum of Understanding to continue working together to improve workplace mental health in NSW.

Mental Health Month

Mental Health Month is celebrated each October to raise awareness of mental health issues and promote mental wellbeing across the whole community. In NSW it is led by WayAhead, a community-managed organisation that is grant funded by the Commission to promote positive mental health and link people to support services and resources.

In 2017 the Commission’s flagship event for Mental Health Month highlighted the importance of getting in early to support young people with mental health issues. The Commission invited 14 community-managed organisations doing innovate and exciting work to support young people to Parliament of NSW, where they showcased their programs to Members of Parliament and their staff. The event included a moving musical performance by refugee high school students and a speech by young peer worker Chris Grumley about his steps to recovery.

Other activities the Commission did to celebrate Mental Health Month included two ‘Check-Up from the Neck-Up’ events in city and regional NSW; a visit to community members and services in Griffith; and a public talk on the Commissioner's vision for mental health in NSW as part of the launch the ‘Collective Purpose Speaker Series’ run by WayAhead and its partners.

Largest Mental Health Lesson

The Commission has been advising the NSW Department of Education in the development of a proposal to educate high school students on mental fitness. The Department is hosting the Largest Mental Health Lesson event in November 2018, which will hopefully break the world record by teaching 2,000 students in one venue. A follow-on from this lesson will be a classroom module that can rolled out to all schools in NSW and will improve mental health literacy among teenagers and encourage help-seeking behaviour.

Suicide Prevention Framework consultation workshop in Wollongong, April 2018


Check-Up from the Neck-Up

Following its successful inaugural event in Martin Place in October 2016, the Commission hosted three Check-Up from the Neck-Up events in 2017 to promote wellbeing in the community.

The initiative, developed by the Commission and based on a successful US program, invites participants to take time out for a mental wellbeing assessment. Check Up events were held in Redfern, Narrandera and Warriewood in 2017.

The Check-Up from the Neck-Up wellbeing assessments were done using the Snapshot tool developed by the Black Dog Institute.

1. Carers taking a wellbeing screening at the Redfern Carers Day Out event, October 2017

2. Travelling to the Murrumbigee region of NSW, October 2017

3. A volunteer psychologist with the Snapshot app on the iPad, ready to chat with the public

4. Commission staff with volunteers at a Check-Up event in Narrandera

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Mental Health Month 2017

Mental Health Month is celebrated each October to raise awareness of mental health issues and promote mental wellbeing across the whole community. In NSW it is led by WayAhead, a community-managed organisation that is grant funded by the Commission to promote positive mental health and combat stigma.

In 2017 the Commission hosted a showcase of mental health services and supports aimed at young people in NSW Parliament House on 11 October.

1. Minister Davies speaking at the annual parliamentary showcase event in October 2017

2. Students from Cabramatta High School who performed at the showcase event

3. NSW Mental Health Commissioner Catherine Lourey with Professor Jill Bennett, UNSW in front of the Mobile Mood Bus, part of the Big Anxiety Festival which was showcased at the event in Parliament House

4. Representatives from Kookaburra Kids, one of the many organisations and programs showcase in Parliament House

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The Living Well agendaIn December 2014 the Government accepted the recommendations in Living Well: A Strategic Plan for Mental Health in NSW 2014-2024. Since then its influence has continued to grow as the Government has funded new programs to support its objectives, and the community has adopted its principles. Agencies and community-managed organisations working across the full spectrum of mental health and social supports have embraced the language of Living Well, which promotes a whole-of-government, whole-of-community and whole-of-life perspective with community-based support, wellbeing and recovery at its heart.

Funding review

The Commission published a major review of the transparency and accountability of mental health funding to local health districts and Speciality Health Networks within NSW Health. The review focused on the transition to activity-based funding for mental health services. It included 17 recommendations for NSW Government on funding accountability, the planning and purchasing of services, performance and outcome measures for service providers, and the continuing transition to activity-based funding. The review was tabled in Parliament in August 2017.

NSW Mental Health Expenditure Study

Building on this, the Commission has begun working with agencies to better understand the full range of services and supports being provided, beyond those traditionally offered by public mental health services that help people with their mental health. The Commission has engaged the Australian Institute for Health and Welfare (AIHW) to assist with this project.

Building effective community-managed services

In March 2018 the Commission started the Building Community-

Based Mental Health Services and Supports project. This work aims to create a set of evidence-based and stakeholder-tested principles that people can use when developing community-based mental health services and supports, to ensure better outcomes for people living with or at risk of developing mental health issues. The Commission consulted extensively with services and the community to achieve consensus on what effective community-based support looks like. This included site visits and interviews with more than 30 services that are recognised as models of good practice, and a community-wide survey that attracted more than 1600 responses. The insights gathered from these consultations will be used to develop the principles, with a report on the findings due in the second half of 2018.

Pathways to Community Living Initiative

The Commission began work to profile the progress and results thus far of one of the NSW Government’s major mental health reforms, the Pathways to Community Living Initiative (PCLI). The PCLI is a coordinated, statewide approach to helping people with enduring and serious mental health issues who have

been in hospital for more than 12 months to, wherever possible, re-establish their lives in the community. The Commission’s report highlights the mechanisms the NSW Ministry of Health and local health districts have used to successfully help people with high needs live well in the community, including new partnerships, culture change and distributive leadership. Clinicians, managers, peer workers and families and carers involved in the program have had input into the report, which is due for release in October 2018.

National Disability Insurance Scheme implementation

The Commission’s work to monitor the impact of the roll out of the National Disability Insurance Scheme (NDIS) on people with psychosocial disability, families and carers, and community managed services continued. In the Commission's engagement with people with mental health issues and their families, the impact of the NDIS is often raised. The Commission continues to advocate for people’s views and needs via submissions and meetings with agencies across government. To help people with mental health issues, their families and carers, and services understand the Scheme, in February 2018


the Commission launched the Navigating the NDIS page on its website. It aims to bring together the clearest and most relevant information and resources available.

First responders and mental health

In 2016 NSW first responder agencies collaborated with the NSW Mental Health Commission to develop and launch the Mental Health and Wellbeing Strategy for First Responder Organisations in NSW. Leaders of first responder organisations met with the Commission twice in 2017-18 to

share information and successes on the implementation of the Strategy and identify challenges. At the meeting in May 2018 first responder leaders provided extensive examples of activity they are undertaking against the six strategic objectives of the Strategy. First responder leaders also shared the ongoing challenges of transforming agencies. The Commission committed to supporting a forum to facilitate translation of the growing evidence base on first responder mental health within the activities of the agencies.

First responder mental health was the subject of two parliamentary inquiries in 2017-18. The Commission made a submission to the NSW Inquiry into emergency services agencies and Commissioner Catherine Lourey appeared before the Committee. The NSW Commission also made a submission, along with the National Mental Health Commission, Queensland Mental Health Commission and South Australian Mental Health Commission to the Commonwealth Senate inquiry into mental health conditions experienced by first responders.

Reporting and monitoringReliable data is essential to understanding how people experience their mental health, and how our mental health and social support systems respond to them. This is the evidence that can make the case for change, and reveal whether the reforms we make are effective in improving people’s lives.

Under the Act, the Commission is required to monitor and report on the implementation of Living Well: A Strategic Plan for Mental Health in NSW 2014-2024, and also to review and evaluate services and programs provided to people who have a mental illness. In addition the Commission is expected to undertake and commission research, innovation and policy development.

Online visualisations and technical report

One of the Commission’s key functions is to monitor and report on the implementation of Living Well. In 2017-18 the Commission published Indicators at a glance, an online interactive visualisation of the progress of mental health reform, as measured by 10 Living Well indicators. The visualisation was based on data gathered in partnership with government and non-government organisations including NSW Health, the Australian Institute of Health and Welfare, and the Australian Bureau of Statistics. It builds on the findings published by the Commission in its

2015 progress report One Year On, and includes new data such as the Your Experience of Service (YES) survey. The Commission also produced a technical report that describes the data specifications for each indicator.

Indicator review

Going forward, the Commission will establish a regular reporting cycle against updated reform indicators. The refreshed indicators will focus not just on people’s health outcomes, but also on areas of their life that impact on mental health like education, employment, physical safety and housing.

To start this indicator review, in 2017-18 the Commission undertook a literature review and set up both a project steering committee and technical advisory committee. These included representatives from across government, the mental health and social services sector, and community members with lived experience of mental health issues and families and carers. The indicator review project is ongoing and will be finalised in 2018-19.

Keeping up-to-date with data

In addition to reporting on the progress of mental health reform, the Commission also reports on the mental health and wellbeing of


people in NSW. The Commission, through purchasing ABS mental health related data which is not already publicly available, is able to draw a more informed and detailed understanding into its areas of work. In 2017-18, the Commission purchased data from the Australian Bureau of Statistics to create a snapshot of mental health carers in NSW. The snapshot provides insight into the characteristics of carers in NSW, including who they are, their experiences and the support they receive. The data was published on the Commission’s website in June 2018 and can be used to guide policy and planning decisions.

The Commission also purchased regional suicide data from the Australian Bureau of Statistics.

This was used to inform the Commission and NSW Ministry of Health’s joint development of the Strategic Framework for Suicide Prevention in NSW. It was also used to update the interactive visualisations of suicide trends in NSW that are publicly available on the Commission’s website. These visualisations help highlight vulnerable populations and communities in NSW.

Coronial data project

The Commission continued to partner with the Centre for Disability Research and Policy at the University of Sydney to investigate the utility of coronial data for understanding the circumstances of deaths that are related to a person’s mental health. Results are being prepared for publication.


Our grant programs

Partnerships are at the heart of the work of the Commission. We are in a unique and fortunate position to work with a broad range of partners with which we share a commitment to improving the mental health system in NSW.

Embedding a reform agenda relies on collaboration and opportunities to listen, learn, share and advocate

with and on behalf of those who are closest to the challenges and achievements in the community.

In 2017-18 the Commission provided grants to a number of mental health peak bodies and key organisations.

These grants enable people with lived experience of mental health issues and carers to be

authentically represented, and to improve the mental health and wellbeing of people in NSW.

These grants are listed below.

beyondblue

www.beyondblue.org.aubeyondblue is an independent, not-for-profit organisation working to reduce the impact of anxiety, depression and suicide in Australia.

beyondblue provides information and support to help everyone achieve their best possible mental health, whatever their age and wherever they live. beyondblue works to give everyone in Australia the confidence to speak openly about anxiety, depression and suicide – both to seek support when they need it and to check in with those close to them – and tackle prejudice and discrimination wherever they exist.

beyondblue’s tools, resources and services create mentally healthy environments. Through beyondblue’s dedicated programs, they support schools, universities, workplaces and community organisations to protect and promote good mental health.

beyondblue received $1,200,000 from the Commission to support depression, anxiety and suicide prevention initiatives in NSW.

Being

being.org.auBeing is the independent, state-wide peak organisation for people with a lived experience of mental illness in NSW.

Being (formerly NSW Consumer Advisory Group or NSW CAG) works with people to achieve and support positive changes in services, in public policy, through legislation and within the community more generally, with the goal of improving the wellbeing, lives and experiences of all people with a lived experience of mental illness.

Being holds consultations, carries out research and projects on key issues, delivers education and training to people with a lived experience of mental illness and organisations who work with them, and runs community events to strengthen understanding in the broader community. By collaborating with people with a lived experience, community and government groups, Being influences improvements at the system-wide level.

Being received $633,000 from the Commission to support its work.


Mental Health Carers NSW

www.arafmi.orgMental Health Carers NSW (MHCN) is the NSW peak body for families and carers of people with experience of mental health issues. It regularly consults carers across NSW to gain insights into their experiences with the mental health system. This includes convening regular Carer Peak Advisory Committees to support its work with the Commission and the NSW Ministry of Health. It regularly hosts its mental health Carer Support Worker Forum to inform carer and their support workers of developments in the sector.

MHCN uses the lived experience of carers to provide feedback on policies and services to the Commission, government and service providers. MHCN also operates a state wide helpline for carers to provide general support and referrals to local mental health services, as well as providing psycho-education, advocacy and other relevant training to support carer champions/leaders and to help clinicians better support carers. MHCN is working to develop networks of carer advocates across the state and across sectors, particularly through its weekly email digest of events and a regular article on a relevant topic in the sector.

MHCN supports carers making a difference to the NSW mental health system and other human services that are used by mental health carers and their loved ones. By influencing changes in policy, legislation and service provision, MHCN makes a positive difference to the mental health system for carers.

Mental Health Carers ARAFMI received $404,000 from the Commission to support its work.

WayAhead - Mental Health Association NSW

www.wayahead.org.auWayAhead (formerly Mental Health Association NSW) plays a vital role in the development of mental health initiatives which increase community awareness and knowledge of mental health issues. It works in partnership with others to address the stigma around mental illness and to promote mental health and wellbeing through public education, support and advocacy. WayAhead strives for a society that understands, values and actively supports the best possible mental health and wellbeing for all people. Wayahead also plays a prominent role in Mental Health Month.

WayAhead received $1,658,000 from the Commission to support its work.


Community Mental Health Drug and Alcohol Research Network (CMHDARN)

In partnership with the Mental Health Coordinating Council (MHCC) and the Network of Alcohol and other Drugs Agencies (NADA), the Commission supports the work of the Community Mental Health Drug and Alcohol Research Network. The Network aims to broaden the involvement of the community mental health and alcohol and other drugs sectors in research. In 2017-18 the Network provided seeding grants to nine organisations to help them become ‘research ready’. The grants helped recipients to plan and design studies; do literature reviews; set up advisory groups or find research partners; upskill staff; invest in technology to help with data collection and analysis; and to partner with people with mental health issues.

The Commission granted CMHDARN $121,890 in 2017-18.

National Aboriginal and Torres Strait Islander Leaders in Mental Health

NATSILMH is a core group of senior Aboriginal and Torres Strait Islander people working in the areas of social and emotional wellbeing, mental health and suicide prevention. The group is jointly supported by the state and national Mental Health Commissions, including the Mental Health Commission of NSW, with many of the group’s representatives involved with the Commissions and other leading Indigenous health organisations.

The Mental Health Commission of NSW, along with other Australian Commissions, gives an annual grant to NATSILMH to support its work. In 2017-18 the Commission granted NATSILMH $24,489.

Photo of NATSILMH members as appears on the website homepage: natsilmh.org.au


The Commission’s 2017-18 budget was $10.945 million. This budget included initial recurrent grant of $10,920,000, initial capital grant of $25,000 and acceptance by the Crown Entity of employee benefits and other liabilities of $50,000. The net result ($83,000) was the initial required deficit for the Commission.

The components of the initial required deficit include: net cost of service and acceptance by the Crown Entity of employee benefits and other liabilities.

For 2018-19, the Commission receives the same capital grant of $25,000.

Detailed budget 2017-2018

Description Amount $‘000EXPENSESOperating expensesEmployee related 4,836Other operating expenses 2,186Depreciation and amortisation 81Grants and subsidies 3,975Total expenses 11,078REVENUERecurrent grant from Ministry of Health 10,945Other 50Total revenue 10,995Net result -83

Budget outline 2018-2019

Description Amount $‘000EXPENSESOperating expensesEmployee related 5,156Other operating expenses 2,091Depreciation and amortisation 50Grants and subsidies 4,093Total expenses 11,390REVENUERecurrent grant from Ministry of Health 11,315Other 50Total revenue 10,365Net result -25

Audited and signed financial statements have been provided.

Budgets

Statement of Comprehensive IncomeThe Commission’s favourable net result of $150,000 was primarily due to savings in Employee related expenses which were allocated to fund additional Other operating expenses.

Operating result 2017–18

$’000Expenses 10,753Revenue 10,903Net result 150

Financial position 2017–18

$’000Assets 1,216Liabilities 1,422Net assets (206)

RevenueThe main source of revenue is a recurrent grant ($10,957,000), and a capital grant ($45,000) from Treasury, received via the cluster head, the Ministry of Health. Initially the recurrent grant was ($10,920,000) with capital grant of ($25,000). During the year to meet the capital requirement the Commission requested, and it was approved by Treasury to transfer ($20,000) from Recurrent grant to Capital grant. In the financial year of 2017-18 the Commission transferred project “Consumer Workers’ Forum” with $63,000 of funding to the Ministry of Health. In addition, the Commission received ($119,000) of Social and Community Services - Equal Remuneration Order funding from the Ministry of Health which was transferred to Mental Health Carers, Being and WayAhead. Other revenue includes acceptance

by the Crown Entity of employee benefits and other liabilities of $104,000. The Commission does not provide services and therefore does not generate any revenue from its activities.

ExpensesTotal expenses were $10,753,000, which included employee-related expenses of $3,255,000, other operating expenses of $3,300,000, depreciation and amortization of $78,000, and grants and subsidies of $4,120,000.

AssetsAssets of $1,216,000 comprised $893,000 in cash, receivables of $192,000, office fit-out, furniture and information technology equipment of $45,000 and computer software of $86,000. The Commission does not own or lease any motor vehicles and does not own any land or buildings.

LiabilitiesLiabilities total $1,422,000 comprising current payables of $982,000 and current leave provisions of $280,000 and a non-current leave provision of $3,000 and restoration of $157,000.

Net EquityNet liabilities of ($206,000) reduced from ($356,000) in 2016-17.

Financial statementsOn the following pages are financial statements for the Mental Health Commission of NSW and the Mental Health Commission Staff Agency.

Under the Mental Health Commission Act 2012 the Commission cannot employ any staff so the Staff Agency has been established to enable the Commission to exercise its functions.

Financial overview

Mental Health Commission of NSW Annual Report 2017-2018 37

Mental Health Commission of NSW

Financial Statements

30 June 2018

38 Mental Health Commission of NSW Annual Report 2017-2018

Financial information

Start of Audited Financial Statements

NotesActual Actual Actual Budget Actual2018 2017 2018 2018 2017$'000 $'000 $'000 $'000 $'000

Expenses excluding lossesEmployee related expenses 2(a) ‐ ‐ 3,255 4,836 3,701 Personnel services 2(b) 3,359 3,579 ‐ ‐ ‐ Operating expenses 2(c) 3,300 2,488 3,300 2,186 2,488 Depreciation and amortisation 2(d) 78 193 78 81 193 Grants and subsidies 2(e) 4,120 4,238 4,120 3,975 4,238 Finance costs 2(f) ‐ 2 ‐ ‐ 2 Total expenses excluding losses 10,857 10,500 10,753 11,078 10,622

RevenueGrants and contributions 3(a) 11,002 10,776 11,002 10,945 10,776

3(b) ‐ ‐ (104) 50 122 Other income 3(c) 5 ‐ 5 ‐ ‐

Total revenue 11,007 10,776 10,903 10,995 10,898

Net result 150 276 150 (83) 276

TOTAL COMPREHENSIVE INCOME 150 276 150 (83) 276

The accompanying notes form part of these financial statements

MENTAL HEALTH COMMISSION of NSW

Statement of comprehensive income for the year ended 30 June 2018

Parent Consolidated

Acceptance by the Crown Entity of employee benefits and other liabilities




ASSETSCurrent AssetsCash and cash equivalents 4 893 349 893 253 349 Receivables 5 174 233 192 278 249

Total Current Assets 1,067 582 1,085 531 598

Non‐Current AssetsPlant and equipment 6 45 48 45 20 48 Intangible assets 7 86 104 86 95 104

Total Non‐Current Assets 131 152 131 115 152

Total Assets 1,198 734 1,216 646 750

LIABILITIESCurrent LiabilitiesPayables 8 1,247 958 982 989 595 Provisions 9 ‐ ‐ 280 428 374 Total Current Liabilities 1,247 958 1,262 1,417 969

Non‐Current LiabilitiesProvisions 9 157 132 160 4 137

Total Non‐Current Liabilities 157 132 160 4 137 Total Liabilities 1,404 1,090 1,422 1,421 1,106

Net Assets (Liabilities) (206) (356) (206) (775) (356) `

EQUITYAccumulated funds (206) (356) (206) (775) (356) Total Equity (206) (356) (206) (775) (356)



Statement of financial position as at 30 June 2018

Parent Consolidated


2018 Parent ConsolidatedAccumulated

FundsAccumulated

Funds$'000 $'000

Balance at 1 July 2017 (356) (356)

Net result for the year 150 150

Total comprehensive income for the year 150 150

Balance at 30 June 2018 (206) (206)

2017 Parent ConsolidatedAccumulated

FundsAccumulated

Funds$'000 $'000

Balance at 1 July 2016 (632) (632)

Net result for the year 276 276

Total comprehensive income for the year 276 276

Balance at 30 June 2017 (356) (356)



Statement of changes in equity for the year ended 30 June 2018




CASH FLOWS FROM OPERATING ACTIVITIES

PaymentsEmployee related ‐ ‐ (3,391) (4,786) (3,467) Personnel services (3,391) (3,467) ‐ ‐ ‐ Grants and subsidies (4,088) (4,238) (4,088) (3,975) (4,238) Other (3,657) (3,406) (3,657) (2,163) (3,406) Total Payments (11,136) (11,111) (11,136) (10,924) (11,111)

ReceiptsGrants and contributions 10,989 10,776 10,989 10,945 10,776 Other 723 576 723 ‐ 576 Total Receipts 11,712 11,352 11,712 10,945 11,352

NET CASH FLOWS FROM OPERATING ACTIVITIES 13 576 241 576 21 241

CASH FLOWS FROM INVESTING ACTIVITIESPurchases of plant and equipment (32) (33) (32) (25) (33)

NET CASH FLOWS FROM INVESTING ACTIVITIES (32) (33) (32) (25) (33)

NET INCREASE/(DECREASE) IN CASH 544 208 544 (4) 208 Opening cash and cash equivalents 349 141 349 257 141

CLOSING CASH AND CASH EQUIVALENTS 4 893 349 893 253 349


Statement of cash flows for the year ended 30 June 2018


Parent Consolidated

The cash flows from financing section have NIL balances.


Mental Health Commission of NSWNotes to the financial statements for the year ended 30 June 2018

1 Summary of significant accounting policies

(a) Reporting entity

The Commission is domiciled in Australia and its principal office is at Gladesville, NSW.

(i) Program

(ii) Program Definition

(b) Basis of preparation

Judgements, key assumptions and estimations that management has made are disclosed in the relevant notes to the financial statements.

The Mental Health Commission of NSW (the Commission) is a NSW Government entity established under the Mental Health Commission Act 2012. The Commission is a not‐for‐profit entity (as profit is not its principal objective) and it has no cash generating units. The reporting entity is consolidated as part of the NSW Total State Sector Accounts. The Commission as a reporting entity incorporates the Mental Health Commission Staff Agency (the Agency) under its control.

These financial statements for the year ended 30 June 2018 have been authorised for issue by the Commissioner on xx September 2018.

The financial statements of the Commission are general purpose financial statements prepared on an accruals basis and in accordance with applicable Australian Accounting Standards (which include Australian Accounting Interpretations), the requirements of the Public Finance and Audit Act 1983, the Public Finance and Audit Regulation 2015 and Financial Reporting Directions mandated by the Treasurer.Except for certain assets and liabilities, which are measured at fair value as noted, the financial statements are prepared in accordance with the historical cost convention except where specified otherwise.

In the process of preparing the consolidated financial statements for the economic entity, including the controlled entity, all inter‐entity transactions and balances have been eliminated, and like transactions and other events are accounted for using uniform accounting policies.

The Agency provides personnel services to the Commission because the Commission cannot employ staff. The head of the Agency is the Secretary of the NSW Ministry of Health. The Secretary delegates functions to the Mental Health Commissioner under the provision of Section 32 of the Government Sector Employment Act 2013 .

The Commission has one Program named 'Mental Health Commission'. This program group forms part of the Health Cluster.

This program is responsible for monitoring, reviewing and improving the mental health system, working with Government and community to secure better mental health for everyone, help prevent mental illness and ensure appropriate support is available close to home.

26 September 2018.26 September 2018.26 September 2018.26 September 2018.26 September 2018.26 September 2018.26 September 2018.




(continued)1 Summary of significant accounting policies (continued)

(i) New Australian Accounting Standards effective for the first time in 2017‐18

(ii) New Australian Accounting Standards issued but not yet effective

(iii) Statement of compliance

(c) Derecognition of financial assets and financial liabilities

••Where substantially all the risks and rewards have been transferred; orWhere the Commission has not transferred substantially all the risks and rewards, if the entity has not retained control.

A financial asset is derecognised when the contractual rights to the cash flows from the financial assets expire; or if the Commission transfers the financial asset:

The accounting policies applied in 2017‐18 are consistent with those of the previous financial year.

All amounts are rounded to the nearest one thousand dollars and are expressed in Australian currency.

The financial statements and notes comply with Australian Accounting Standards, which include Australian Accounting Interpretations.

NSW public sector entities are not permitted to early adopt new Australian accounting Standards, unless Treasury determines otherwise. In accordance with the NSW Treasury mandate (NSWTC 18‐01), the Commission did not early adopt any of these accounting standards and interpretations that are not yet effective.The Commission's assessment of the impact of these new standards and interpretations is that they will not materially affect any of the amounts recognised in the financial statements or significantly impact the disclosures in relation to the entity other than as set out below:

AASB 16 Leases operative from 1 January 2019 will require entities to recognise an additional asset on the statement of financial position representing the economic benefit of having the ‘right of use’ of a leased asset in return for making regular lease payments. A lease liability will also be required to be recognised representing the obligation to make lease payments over the term of the lease.

AASB 15 Revenue from contracts with customers operative from 1 January 2019 is the new revenue standard and will replace AASB 118 Revenue and AASB 111 Construction contracts. There is limited impact anticipated on the Commission. The majority of MHC’s revenue comprises appropriations and grants rather than contracts with customers. The Commission will review grants to determine if enforceable conditions are attached.

AASB 1058 Income for not‐for‐profit entities operative from 1 January 2019 clarifies and simplifies the income recognition requirements that apply to non‐for‐profit entities, in conjunction with AASB 15.



(continued)

1 Summary of significant accounting policies (continued)

(d) Leases

(e) Goods and services tax (GST)

(f) Equity ‐ Accumulated Funds

Where the Commission has neither transferred nor retained substantially all the risks and rewards or transferred control, the asset is recognised to the extent of the Commission’s continuing involvement in the asset.A financial liability is derecognised when the obligation specified in the contract is discharged, cancelled or expires.

A distinction is made between finance leases which effectively transfer from the lessor to the lessee substantially all the risks and rewards incidental to ownership of the leased assets, and operating leases under which the lessor does not transfer substantially all the risks and rewards.Where a non‐current asset is acquired by means of a finance lease, at the commencement of the lease term, the asset is recognised at its fair value or, if lower, the present value of the minimum lease payments, at the inception of the lease. The corresponding liability is established at the same amount. Lease payments are allocated between the principal component and the interest expense.

Cash flows are included in the statement of cash flows on a gross basis. However, the GST components of cash flows arising from investing and financing activities which are recoverable from, or payable to the Australian Tax Office are classified as operating cash flows.

Operating lease payments are recognised as an expense on a straight‐line basis over the lease term.

Income, expenses and assets are recognised net of associated GST, unless the GST incurred is not recoverable from the Australian Tax Office. In this case it is recognised as part of the cost of acquisition of the asset or as part of the expense.

Receivables and payables are stated inclusive of GST receivable or payable. The net GST recoverable from, or payable to, the taxation authority is included within other receivables or payables in the statement of financial position.

The category 'Accumulated Funds' includes all current and prior period retained funds.




(continued)


(g) Non‐Cash financing and investing activities

(h) Going Concern

•

•

(i)Except when an Australian Accounting Standards permits or requires otherwise, comparative information is presented in respect of the previous period for all amounts reported in the financial statements.

As presented in the NSW Government's annual State Budget Paper 3, NSW Treasury through the NSW Ministry of Health provides grant funding to the Commission to meet its legislative responsibilities each year including meeting its liabilities inclusive of its financial liquidity and balance sheet provisions.Other circumstances why the going concern is appropriate include:

Allocated funds, combined with other revenues earned, are applied to pay debts as and when they become due and payable.The Commission has the capacity to review timing of grant payments from the Ministry of Health to ensure that debts can be paid when they become due and payable.

Comparative information

Although the Commission is in a net liability position, we believe the going concern basis is appropiate based on the following reasons.

The Commission does not have any non‐cash financing and investing activities.


2018 2017 2018 2017$'000 $'000 $'000 $'000

2. Expenses excluding losses

(a) Employee related expenses

Salaries and wages (including annual leave) ‐ ‐ 2,985 3,096 Superannuation ‐ defined contribution plans ‐ ‐ 236 270 Long service leave ‐ ‐ (104) 122 Workers' compensation insurance ‐ ‐ (16) 19 Payroll tax and fringe benefit tax ‐ ‐ 154 194 Total employee related expenses ‐ ‐ 3,255 3,701

(b) Personnel services

Salaries and wages (including annual leave) 2,985 3,096 ‐ ‐ Superannuation ‐ defined contribution plans 236 270 ‐ ‐ Workers' compensation insurance (16) 19 ‐ ‐ Payroll tax and fringe benefit tax 154 194 ‐ ‐ Total personnel services 3,359 3,579 ‐ ‐

(c) Other operating expenses

Auditor's remuneration ‐ audit of the financial statements 35 38 35 38 Audit and Risk Committee fees 55 36 55 36 Advertising ‐ 7 ‐ 7 Cleaning 24 15 24 15 Computer maintenance, software licences and other related expenditure 250 174 250 174 Consultants ‐ 42 ‐ 42 Other contractors 1,531 729 1,531 729 Corporate shared services fees 153 173 153 173 Equipment 22 42 22 42 Fee for services rendered 622 698 622 698 Insurance 4 4 4 4 Legal costs 12 4 12 4 Maintenance * 6 4 6 4 Operating lease rental expense‐minimum lease payments 130 126 130 126 Telecommunications 16 14 16 14 Printing, postage and stationery 51 86 51 86 Staff development 75 69 75 69 Travelling, removal and subsistence 163 122 163 122 Utilities 29 63 29 63 Other 122 42 122 42 Total other operating expenses 3,300 2,488 3,300 2,488

* Reconciliation ‐ total maintenanceMaintenance expense ‐ contractor labour and other (non‐employee related), as above 6 4 6 4 Total maintenance expenses included in Note 2 (a) and 2 (c) 6 4 6 4

Recognition and Measurement

Insurance

The Commission’s insurance activities are conducted through the NSW Treasury Managed Fund Scheme of self insurance for government agencies. The expense (premium) is determined by the Fund Manager based on past claim experience.


Parent Consolidated

Notes to and forming part of the Financial Statementsfor the year ended 30 June 2018



MENTAL HEALTH COMMISSION of NSWNotes to and forming part of the Financial Statements

for the year ended 30 June 20182. Expenses excluding losses (continued)

2018 2017 2018 2017$'000 $'000 $'000 $'000

(d) Depreciation and amortisation expense

DepreciationComputer equipment 19 25 19 25 Furniture and equipment 6 12 6 12 Plant and equipment 3 11 3 11 Leasehold improvements ‐ 108 ‐ 108 Total depreciation 28 156 28 156 Amortisation

Software 50 37 50 37 Total amortisation 50 37 50 37 Total depreciation and amortisation 78 193 78 193

(e) Grants and subsidies

NSW Consumer Advisory Group ‐ Mental Health Inc ‐ Being 633 669 633 669 Mental Health Association NSW ‐Way Ahead 1,658 1,606 1,658 1,606 Mental Health Carers ARAFMI NSW Inc 404 390 404 390 Beyond Blue Limited 1,200 1,200 1,200 1,200 Other grants and subsidies 225 373 225 373 Total grants and subsidies 4,120 4,238 4,120 4,238

(f) Finance costs

Unwinding of discount rate ‐ 2 ‐ 2 Total finance costs ‐ 2 ‐ 2

Borrowings costs

Borrowing costs are recognised as expenses in the period in which they are incurred, in accordance with Treasury’s Mandate to not‐for‐profit NSW GGS entities.

Parent Consolidated


2018 2017 2018 2017$'000 $'000 $'000 $'000

3. Revenues

(a) Grants and contributions

Operating grant from the NSW Ministry of Health 10,957 10,440 10,957 10,440 Capital grant from the NSW Ministry of Health 45 85 45 85

Other Commonwealth Government grants ‐ 251 ‐ 251 Total grants and contributions 11,002 10,776 11,002 10,776

(b) Acceptance by the Crown Entity of employee benefits and other liabilities

The following liabilities and / or expenses have been assumedby the Crown Entity or other government agencies:

Long service leave ‐ ‐ (104) 122 Total liabilities assumed by the Crown Entity ‐ ‐ (104) 122

(c) Other revenue

Other revenue 5 ‐ 5 ‐ 5 ‐ 5 ‐

Recognition and MeasurementIncome recognition

Revenue is recognised when the Commission has received or has the right to receive inflows of economic benefits, and the right to receive them is probable and can be reliably measured. Interest revenue is recognised as it accrues, using the effective interest method.

Grants and contributions are recognised at their fair value where the Commission obtains control of the right to receive a grant, it is probable that economic benefits will flow to the Commission and it can be reliably measured.

Parent Consolidated


for the year ended 30 June 2018

The Mental Health Commission of NSW does not have any conditions attached to the grants received from the NSW Ministry of Health.

Income is measured at the fair value of the consideration or contribution received or receivable.



2018 2017 2018 2017$'000 $'000 $'000 $'000

4. Current assets ‐ cash and cash equivalents

Cash at bank and on hand 893 349 893 349Total cash and cash equivalents 893 349 893 349

Cash and cash equivalent assets recognised in the statement of financial position are reconciled at the end of financial year to the statement of cash flows as follows:

Cash and Cash equivalents (per statement of financial position) 893 349 893 349

Closing cash and cash equivalents (per statement of cash flows) 893 349 893 349

Refer Note 14 for details regarding credit risk, liquidity risk and market risk arising from financial instruments.

Recognition and MeasurementCash and cash equivalents

5. Current ‐ Receivables

Sundry receivables 5 14 5 14Amounts due from other government agencies ‐ 2 18 18Prepayments 37 47 37 47GST receivable (net) 132 170 132 170Total current receivables 174 233 192 249

Recognition and MeasurementTrade and receivables

Short‐term receivables with no stated interest rate are measured at the original invoice amount where the effect of discounting is immaterial.

Details regarding credit risk, liquidity risk and market risk, including financial assets that are either past due or impaired, are disclosed in Note 14.

Trade and receivables are non‐derivative financial assets with fixed or determinable payments that are not quoted in an active market. These financial assets are recognised initially at fair value. Subsequent measurement is at amortised cost using the effective interest method, less an allowance for any impairment of receivables. Any changes are recognised in the net result for the year when impaired, derecognised or through the amortisation process.



Cash and cash equivalents are cash on hand (petty cash advance) and operating grants as deposits at bank.

For the purposes of the statement of cash flows, cash and cash equivalents include cash on hand and at bank.

ConsolidatedParent


6. Non‐current assets ‐ plant and equipment

2018Plant and Equipment

Computer Equipment

Furniture and Equipment

Leasehold Improvements Total

Parent and consolidated $'000 $'000 $'000 $'000 $'000At 1 July 2017 ‐ fair value

Gross carrying amount 45 207 64 404 720 Accumulated depreciation and impairment ( 42) ( 168) ( 58) ( 404) (672) Net carrying amount 3 39 6 ‐ 48

At 30 June 2018 ‐ fair valueGross carrying amount ‐ 55 ‐ 25 80 Accumulated depreciation and impairment ‐ ( 35) ‐ ‐ (35) Net carrying amount ‐ 20 ‐ 25 45

Reconciliations

Reconciliations of the carrying amounts of each class of plant and equipmentat the beginning and end of the current financial year are set out below.

2018

Plant and Equipment

Computer Equipment



Year ended 30 June 2018 $'000 $'000 $'000 $'000 $'000

Net carrying amount at start of year 3 39 6 ‐ 48 Make good ‐ ‐ ‐ 25 25 Depreciation expense (3) (19) (6) ‐ (28) Net carrying amount at end of year ‐ 20 ‐ 25 45

2017

Parent and consolidatedPlant and Equipment

Computer Equipment



$'000 $'000 $'000 $'000 $'000At 1 July 2016 ‐ fair value

Gross carrying amount 45 207 64 404 720 Accumulated depreciation and impairment ( 31) ( 143) ( 46) ( 296) (516) Net carrying amount 14 64 18 108 204

At 30 June 2017 ‐ fair valueGross carrying amount 45 207 64 404 720 Accumulated depreciation and impairment ( 42) ( 168) ( 58) ( 404) (672) Net carrying amount 3 39 6 ‐ 48

Reconciliations

Reconciliations of the carrying amounts of each class of plant and equipmentat the beginning and end of the current financial year are set out below.

2017

Plant and Equipment

Computer Equipment



Year ended 30 June 2017 $'000 $'000 $'000 $'000 $'000

Net carrying amount at start of year 14 64 18 108 204 Depreciation expense (11) (25) (12) (108) (156) Net carrying amount at end of year 3 39 6 ‐ 48

Recognition and MeasurementAssets

(i) Acquisition of assets

(ii) Capitalisation thresholds



Assets acquired are initially recognised at cost. Cost is the amount of cash or cash equivalents paid or the fair value of other consideration given to acquire the asset at the time of its acquisition or construction or, where applicable, the amount attributed to that asset when initially recognised in accordance with the requirements of other Australian Accounting Standards.

Assets acquired at no cost, or for nominal consideration, are initially recognised at their fair value at the date of acquisition.

Fair value is the price that would be received to sell an asset in an orderly transaction between market participants at measurement date.

Where payment for an asset is deferred beyond normal credit terms, its cost is the cash price equivalent, i.e. the deferred payment amount is effectively discounted over the period of credit.

The capitalisation threshold is $10,000 for physical and non‐current assets including computer equipment.



6. Non‐current assets ‐ plant and equipment (continued)

(iii) Revaluation of plant and equipment

(iv) Depreciation

Asset class 2018 2017Plant and Equipment 5 years 5 yearsFurniture and Equipment 4 to 5 years 4 to 5 yearsComputer Equipment 4 years 4 yearsLeasehold Improvements Term of lease Term of lease

(v) Derecognition

Asset class Acquisition Value$'000

Plant and Equipment 45 Furniture and Equipment 64 Computer Equipment 152 Leasehold Improvements 282

(vi) Impairment of plant and equipment

(vii) Restoration

(viii) Maintenance costs

Fair value hierarchy

* Level 1 ‐ quoted prices in active markets for identical assets/liabilities that the entity can access at the measurement date.* Level 2 ‐ inputs other than quoted prices included within Level 1 that are observable, either directly or indirectly.* Level 3 ‐ inputs that are not based on observable market data (unobservable inputs).



As disclosed above, the Commission holds non‐specialised assets with short useful lives and these are measured at depreciated historical cost as an approximation of fair value. Consequently there are no further disclosures made in relation to the AASB 13 fair value hierarchy.

Physical non‐current assets are valued in accordance with the 'Valuation of Physical Non‑Current Assets at Fair Value' Policy and Guidelines Paper (TPP 14‑01). This policy adopts fair value in accordance with AASB 13 Fair Value Measurement and AASB 116 Property, Plant and Equipment.

Plant and equipment is measured at the highest and best use by market participants that is physically possible, legally permissible and financially feasible. The highest and best use must be available at a period that is not remote and take into account the characteristics of the asset being measured, including socio‐political restrictions imposed by government.

A number of the Commission's accounting policies and disclosures require the measurement of fair values, for both financial assets and liabilities. When measuring fair value, the valuation technique used maximises the use of relevant observable inputs and minimises the use of unobservable inputs. Under AASB 13, the Commission categorises, for disclosure purposes, the valuation techniques based on the inputs used in the valuation techniques as follows:

The Commission recognises transfers between levels of the fair value hierarchy at the end of the reporting period during which the change has occurred.

Day‐to‐day servicing costs or maintenance are charged as expenses as incurred, except where they relate to the replacement of a part or component of an asset, in which case the costs are capitalised and depreciated.

In most cases, after taking into account these considerations, the highest and best use is the existing use. In limited circumstances, the highest and best use may be a feasible alternative use, where there are no restrictions on use or where there is a feasible higher restricted alternative use.

Fair value of plant and equipment is based on a market participants' perspective, using valuation techniques (market approach, cost approach, income approach) that maximise relevant observable inputs and minimise unobservable inputs.

Most of the Commission’s assets (hardware, equipment, leasehold improvements and furniture) are non‐specialised with short useful lives and are therefore measured at depreciated historical cost, as an approximation of fair value. The Commission has assessed that any difference between fair value and depreciated historical cost is unlikely to be material.

Depreciation is calculated on a straight‐line basis so as to write off the depreciable amount of each asset over its estimated useful life. Leasehold improvements are depreciated over the period of the lease.

Estimations on remaining useful lives are made on an annual basis. The assets’ residual values, useful lives and amortisation methods are reviewed, and adjusted if appropriate, at each financial year end. The expected useful lives are:

As a not‐for‐profit entity with no cash generating units, impairment under AASB 136 Impairment of Assets is unlikely to arise. As plant and equipment is carried at fair value or an amount that approximates fair value, impairment can only arise in the rare circumstances such as where the costs of disposal are material. Specifically, impairment is unlikely for not‐for‐profit entities given that AASB 136 modifies the recoverable amount test for non‐cash generating assets of not‐for‐profit entities to the higher of fair value less costs of disposal and depreciated replacement cost, where depreciated replacement cost is also fair value.

The present value of the expected cost for the restoration or cost of dismantling of an asset after its use is included in the cost of the respective asset if the recognition criteria for a provision are met.

During the year, the Commission conducted an annual Asset Impairment Review on all asset categories to reassess the depreciation rates and review for write‐offs or obsolescence. From this assessment the Commission determined that fully depreciated assets to be derecognised upon disposal as no further future economic benefits were expected to flow to the Commission. As a result 87 assets were written off with a total acquisition value of $542,266.32.


7. Intangible assets

Software

Software under

construction Total$'000 $'000 $'000

At 1 July 2017Cost (gross carrying amount) 222 ‐ 222 Accumulated amortisation and impairment (118) ‐ (118) Net carrying amount 104 ‐ 104

Software

Software under


At 30 June 2018Cost (gross carrying amount) 145 27 172

(86) ‐ (86) Net carrying amount 59 27 86

Reconciliations

Software

Software under


Net carrying amount at start of year 104 ‐ 104Additions 5 27 32Amortisation (recognised in 'depreciation and amortisation') ( 50) ‐ ( 50)Net carrying amount at end of year 59 27 86

Software

Software under


At 1 July 2016Cost (gross carrying amount) 158 ‐ 158 Accumulated amortisation and impairment (82) ‐ (82) Net carrying amount 76 ‐ 76

Software

Software under


At 30 June 2017Cost (gross carrying amount) 222 ‐ 222

(118) ‐ (118) Net carrying amount 104 ‐ 104

Reconciliations

Software

Software under


Net carrying amount at start of year 76 ‐ 76Additions 65 ‐ 65Amortisation (recognised in 'depreciation and amortisation') ( 37) ‐ ( 37)Net carrying amount at end of year 104 ‐ 104



Parent and Consolidated

Year ended 30 June 2018


Accumulated amortisation and impairment

Year ended 30 June 2017

Accumulated amortisation and impairment

2018

2017

Reconciliations of the carrying amounts of each class of intangibles at the beginning and end of the current and previous financial years are set out below.

Reconciliations of the carrying amounts of each class of intangibles at the beginning and end of the current and previous financial years are set out below.



7. Intangible assets (continued)

Recognition and MeasurementIntangible assets

The useful lives of intangible assets are assessed to be finite.

Asset class 2018 20174 years 4 years

Asset class Acquisition Value$'000

Leasehold Make Good 12382

From the assessment the Commission determined that fully amortised intangible assets to be derecognised upon disposal as no further economic benefits were expected to flow to the Commission. As a result 29 intangible assets were written off with a total acquisition value of $204,825.43.

Software

Intangible assets are subsequently measured at fair value only if there is an active market. As there is no active market for the Commission’s intangible assets, the assets are carried at cost less any accumulated amortisation and impairment losses.

The Commission’s intangible assets are amortised using the straight‐line method. During the year the Commission reassessed the useful lives of its intangible assets to determine the appropriate amortisation rates for these assets. The review indicated the following useful lives.

Intangible assets are tested for impairment where an indicator of impairment exists. If the recoverable amount is less than its carrying amount the carrying amount is reduced to recoverable amount and the reduction is recognised as an impairment loss.

Software

The Commission recognises intangible assets only if it is probable that future economic benefits will flow to the Commission and the cost of the asset can be measured reliably. Intangible assets are measured initially at cost. Where an asset is acquired at no or nominal cost, the cost is its fair value at the date of acquisition.

The capitalisation threshold for intangible assets is $10,000.

All research costs are expensed in the statement of comprehensive income. Development costs are only capitalised when certain criteria are met.




Parent2018 2017 2018 2017$'000 $'000 $'000 $'000

8. Current liabilities ‐ payables

Current liabilities ‐ payablesAccrued salaries, wages and on‐costs ‐ ‐ 61 10Creditors 122 123 200 123Accrued operating expenditure 709 440 721 462Provision for Personnel Services Liability 416 395 ‐ ‐ Total payables 1,247 958 982 595

Recognition and MeasurementTrade and other payables

9. Current / non‐current liabilities ‐ provisions

CurrentEmployee benefits and related on‐costsAnnual leave ‐ ‐ 225 272Payroll tax ‐ ‐ 22 45On‐costs for annual leave and long service leave ‐ ‐ 33 57Total current employee benefits and related on‐costs provisions ‐ ‐ 280 374

Restoration ‐ ‐ ‐ ‐ Total current provisions ‐ ‐ 280 374

Non‐current

On‐costs for annual leave and long service leave ‐ ‐ 3 5Total non‐current employee benefits and related on‐costs provisions ‐ ‐ 3 5

Other provisionsRestoration 157 132 157 132Total non‐current provisions 157 132 160 137

Total Provisions 157 132 440 511

Provisions ‐ current ‐ ‐ 280 374 Provisions ‐ non‐current ‐ ‐ 3 5 Accrued salaries, wages and on‐costs (Note 8) ‐ ‐ 61 10 Total aggregate employee benefits and related costs ‐ ‐ 344 389

Movement in provisions (other than employee benefits)

2018 Restoration Total

$'000 $'000Carrying amount at the beginning of the financial year 132 132

25 25 157 157


for the year ended 30 June 2018Consolidated

These amounts represent liabilities for goods and services provided to the Commission and other amounts. Payables are recognised initially at fair value. Subsequent measurement is at amortised cost using the effective interest method. Short‐term payables with no stated interest rate are measured at the original invoice amount where the effect of discounting is immaterial.

Details regarding credit risk, liquidity risk and market risk, including a maturity analysis of the above payables are included in Note 14.

Aggregate employee benefits and related on‐costs

Employee benefits and related on‐costs

Other Provisions

Carrying amount at the end of the financial yearAdditional provision recognised

The annual leave liability at 30 June 2018 was $225,000 (2017: $272,000). This is based on leave entitlements at 30 June 2018 using remuneration rates to be payable post 30 June. Of this liability, the value expected to be paid within twelve months is $204,000 (2017: $235,000) and $21,000 (2017: $37,000) after twelve months.

Restoration provision is the present value of the Commission's obligation to make‐good leased premises at the reporting date. The assumed settlement is based on contractual lease term. The amount and timing of each estimate is reassessed annually.




Recognition and Measurement

(i) Salaries and wages, annual leave, sick leave and on‐costs

(ii) Long service leave and superannuation

(iii) Consequential on‐costs

(iv) Other provisions

Salaries and wages (including non‐monetary benefits) and paid sick leave that are expected to be settled wholly within 12 months after the end of the period in which the employees render the service are recognised and measured at the undiscounted amounts of the benefits.

Annual leave is not expected to be settled wholly before twelve months after the end of the annual reporting period in which the employees render the related service. As such, it is required to be measured at present value in accordance with AASB 119 Employee Benefits (although short‐cut methods are permitted). Actuarial advice obtained by Treasury has confirmed that using the nominal leave balance plus the annual leave entitlements accrued while taking annual leave (calculated using 7.9% of the nominal value of annual leave) can be used to approximate the present value of the annual leave liability. The Commission has assessed the actuarial advice based on the Commission's circumstances and has determined that the effect of discounting is immaterial to annual leave.

Unused non‐vesting sick leave does not give rise to a liability as it is considered probable that sick leave taken in the future will be greater than the benefits accrued in the future.

Employee benefits and other provisions



The present value of the expected cost for the restoration or cost of dismantling of an asset after its use is included in the cost of the respective asset if the recognition criteria for a provision are met. If the effect of the time value of money is material, provisions are discounted at 2.160% (2017: 1.605%), which is a pre‐tax rate that reflects the current market assessments of the time value of money and the risks specific to the liability. When discounting is used, the increase in the provision due to the passage of time (i.e. unwinding of discount rate) is recognised as a finance cost.

Consequential costs to employment are recognised as liabilities and expenses where the employee benefits to which they relate have been recognised. This includes outstanding amounts of payroll tax, workers' compensation insurance premiums and fringe benefits tax.

Other provisions are recognised when the Commission has a present legal or constructive obligation as a result of a past event; it is probable that an outflow of resources will be required to settle the obligation; and a reliable estimate can be made of the amount of the obligation.

The Commission's liabilities for long service leave and defined benefit superannuation are assumed by the Crown Entity. The Commission accounts for the liability as having been extinguished, resulting in the amount assumed being shown as part of the non‐monetary revenue item described as 'Acceptance by the Crown Entity of employee benefits and other liabilities'.

Long service leave is measured at the present value of expected future payments to be made in respect of services provided up to the reporting date. Consideration is given to certain factors based on actuarial review, including expected future wage and salary levels, experience of employee departures, and periods of service. Expected future payments are discounted using Commonwealth government bond rate at the reporting date.

The superannuation expense for the financial year is determined by using the formulae specified in the Treasurer's Directions. The expense for certain superannuation schemes (i.e. Basic Benefit and First State Super) is calculated as a percentage of the employees' salary. For other superannuation schemes (i.e. State Superannuation Scheme and State Authorities Superannuation Scheme), the expense is calculated as a multiple of the employees' superannuation contributions.


2018 2017$'000 $'000

10. Commitments for expenditure

(a) Operating lease commitmentsEntity as lesseeFuture minimum rentals payable under non‐cancellable operating lease as at 30 June are, as follows:

Within one year 146 142Later than one year but not later than five years 460 599Total (including GST) 606 741

11. Contingent liabilities and contingent assets

The Commission does not have any contingent assets or liabilities.



These commitments are not recognised in the financial statements as liabilities. The total commitments above include input tax credits of $55,130 (2017: $67,405) that are expected to be recovered from the Australian Taxation Office.

Operating leases relate to office accommodation. The lease is for a period of five years with an option to renew for a further five years. The lease payment is subject to annual CPI rent reviews on the anniversary of the commencement of the lease. The Commission does not have an option to purchase the leased asset at the expiry of the lease period. These commitments will be met from future grants from the NSW Ministry of Health.

Parent and consolidated



12. Budget review

Net result

Assets and liabilities

Cash flows

2018 2017 2018 2017$'000 $'000 $'000 $'000

13. Reconciliation of Cash Flows from Operating Activities to Net Result

Net cash used on operating activities 576 241 576 241 Depreciation and amortisation (78) (193) (78) (193) Finance costs ‐ (2) ‐ (2)

Decrease / (increase) in creditors (387) 268 (387) 268 Decrease / (increase) in provisions 96 (1) 96 (1) Increase / (decrease) in prepayments and other assets (57) (37) (57) (37)

Net result 150 276 150 276



Parent Consolidated

The net result for 2017‐18 financial year was a surplus of $150,000 from the total revenue of $10,903,000. The surplus was primarily due to savings in Employee related expenses of $1,581,000 which were allocated to fund additional Other operating expenses.

The provision of services for Agency staff have been utilised while ongoing staff are on secondment and the need exists to engage temporary staff to work on the Commission’s projects and deliver initiatives. These costs are reported under the category of other operating expenses.

'Acceptance by the Crown Entity of employee benefits and other liabilities' was in deficit of $104,000 due to the Actuarial Valuation conducted by NSW Treasury. The long service leave present value movement for 2017‐18 was a reduction of $345,000 mainly due to the payment to the previous Commissioner in July 2017 who accounted for approximately 43% of the Commission's long service leave balance during the time of exit. The actuarial valuation of $166,000 (2016‐17: $511,000) re‐aligned the Commission's employee benefits to the nominal value of current Commission staff entitlements as at 30 June 2018.

Total payments and receipts were largely in line with those budgeted. The payments for employee related expenses for 2017‐18 were lower than budgeted due to vacant positions in corporate structure. This was offset against the higher payments for other operating expenses in which agency staff payments were included.

The budgeted amounts are drawn from the original budgeted financial statements presented to Parliament in respect of the reporting period. Subsequent amendments to the original budget (e.g. adjustment for transfers of functions between entities as a result of Administrative Arrangement Orders) are not reflected in the budgeted amounts. Major variances between the original budgeted amounts and the actual amounts disclosed on the primary financial statements are explained below.

Total assets were higher than initially budgeted mainly due to higher than budgeted cash and cash equivalents. Receivables was under budget due to lower than expected June 2018 GST receivables and prepayments.

Total liabilities were in line with budget.


14. Financial instruments

(a) Financial instrument categoriesParent

2018 2017

Financial Assets Note Category Carrying Amount Carrying Amount

Class: $'000 $'000

Cash and cash equivalents 4 N/A 893 349

Receivables 5Loans and receivables (at amortised cost) 5 16

Financial Liabilities Note Category Carrying Amount Carrying AmountClass: $'000 $'000

Payables 8

Financial liabilities measured (at amortised

cost) 1,247 958

Consolidated2018 2017

Financial Assets Note Category Carrying Amount Carrying Amount

Class: $'000 $'000

Cash and cash equivalents 4 N/A 893 349

Receivables 5Loans and receivables (at amortised cost) 23 32

Financial Liabilities Note Category Carrying Amount Carrying AmountClass: $'000 $'000

Payables 8

Financial liabilities measured (at amortised

cost) 894 573

The Commission's principal financial instruments are outlined below. These financial instruments arise directly from the Commission's operation or are required to finance the Commission's operations. The Commission does not enter into or trade financial instruments, including derivative financial instruments, for speculative purposes. The Commission's main risks arising from financial instruments are outlined below, together with the Commission's objectives, policies and processes for measuring and managing risk. Further quantitative and qualitative disclosures are included throughout these financial statements.

The Commissioner has overall responsibility for the establishment and oversight of risk management and reviews and agrees policies for managing each of these risks. Risk management policies are established to identify and analyse the risks faced by the Commission, to set risk limits and controls and to monitor risks. Compliance with policies is reviewed by the Commissioner on a continuous basis. The Commissioner receives advice in relation to risks from the independent Audit and Risk Committee.

The Commission holds the following financial instruments. Statutory receivables and payables that are not contractual (e.g. taxes, GST) as well as prepayments and unearned revenue are not financial liabilities or assets. Therefore, they are excluded from AASB 7 Financial Instruments: Disclosures.





14. Financial instruments (continued)(b) Credit risk

(i) Cash

(ii) Receivables

2018 TotalPast due but not

impaired Considered impaired$'000 $'000 $'000

Neither past due nor impaired ‐ ‐ ‐ < 3 months overdue 5 5 ‐ 3 months ‐ 6 months overdue ‐ ‐ ‐ > 6 months overdue ‐ ‐ ‐ Total receivables ‐ gross of allowance for impairment 5 5 ‐


impaired Considered impaired$'000 $'000 $'000

Neither past due nor impaired ‐ ‐ ‐ < 3 months overdue ‐ ‐ ‐ 3 months ‐ 6 months overdue ‐ ‐ ‐ > 6 months overdue 14 14 ‐ Total receivables ‐ gross of allowance for impairment 14 14 ‐


Credit risk arises when there is the possibility of the Commission's debtors defaulting on their contractual obligations, resulting in a financial loss to the Commission. The maximum exposure to credit risk is generally represented by the carrying amount of the financial assets (net of any allowance for impairment).

Credit risk arises from the financial assets of the Commission, including cash and receivables. No collateral is held by the Commission. The Commission has not granted any financial guarantees. Credit risk associated with the Commission's financial assets, other than receivables, is managed through the selection of counterparties and establishment of minimum credit rating standards.


Cash comprises cash on hand and bank balances within the NSW Treasury Banking System. Interest is earned on daily bank balances at the monthly average NSW Treasury Corporation (TCorp) 11am unofficial cash rate, adjusted for a management fee to NSW Treasury.

All trade debtors are recognised as amounts receivable at balance date. Collectability of trade debtors is reviewed on an ongoing basis. Procedures as established in the Treasurer's Directions are followed to recover outstanding amounts, including letters of demand. Debts which are known to be uncollectible are written off. An allowance for impairment is raised when there is objective evidence that the Commission will not be able to collect all amounts due. This evidence includes past experience, and current and expected changes in economic conditions and debtor credit ratings. No interest is earned on trade debtors. Sales are made on 30 day terms.

There are no debtors which are currently neither past due nor impaired whose terms have been renegotiated.

The only financial assets that are past due or impaired are 'sundry debtors' in the 'receivables' category of the statement of financial position.

The ageing analysis excludes statutory receivables, as these are not within the scope of AASB 7. Therefore the total will not reconcile to the receivable total recognised in the statement of financial position.


14. Financial instruments (continued)(c) Liquidity risk

Maturity analysis and interest rate exposure of financial liabilities

Interest rate exposure

Non interest bearing < 1 year 1 ‐ 5 years

2018 % $'000 $'000 $'000 $'000Payables:Payables ‐ 1,247 1,247 1,247 ‐Total financial liabilities 1,247 1,247 1,247 ‐

2017Payables:Payables ‐ 958 958 958 ‐Total financial liabilities 958 958 958 ‐


Non interest bearing < 1 year 1 ‐ 5 years

2018 % $'000 $'000 $'000 $'000Payables:Payables ‐ 894 894 894 ‐Total financial liabilities 894 894 894 ‐

2017Payables:Payables ‐ 573 573 573 ‐Total financial liabilities 573 573 573 ‐



Parent

(1) The amounts disclosed are the contractual undiscounted cash flows of each class of financial liabilities, therefore the amounts disclosed above will not reconcile to the statement of financial position.

Liquidity risk is the risk that the Commission will be unable to meet its payment obligations when they fall due. The Commission continuously manages risk through monitoring future cash flows and maturities planning to ensure adequate holding of high quality liquid assets.

No assets have been pledged as collateral. The Commission's exposure to liquidity risk is deemed insignificant based on prior periods' data and current assessment of risk. The liabilities are recognised for amounts due to be paid in the future for goods or services received, whether or not invoiced. Amounts owing to suppliers (which are unsecured) are settled in accordance with the policy set out in NSWTC 11/12. For small business suppliers, where terms are not specified, payment is made no later than 30 days from date of receipt of a correctly rendered invoice. For other suppliers, if trade terms are not specified, payment is made no later than the end of the month following the month in which an invoice or a statement is received. For small business suppliers, where payment is not made within the specified time period, simple interest must be paid automatically unless an existing contract specifies otherwise. For payments to other suppliers, the Commissioner (or a person appointed by the Commissioner) may automatically pay the supplier simple interest. Interest paid on late payments during the year was $Nil (2017: $Nil).

The table below summarises the maturity profile of the Commission’s financial liabilities, together with the interest rate exposure.

Maturity dates

Maturity dates

During the current and prior year, there were no loans payable.

Nominal amount (1)

Nominal amount (1)

Weighted average effective interest

rate

ConsolidatedWeighted average effective interest

rate



14. Financial instruments (continued)

(d) Market risk

(i) Interest rate risk

Net result Equity Net result Equity

$'000 $'000 $'000 $'0002018Financial AssetsCash on hand ‐ ‐ ‐ ‐ Cash at bank ( 9) ( 9) 9 9

2017Financial AssetsCash on hand ‐ ‐ ‐ ‐ Cash at bank ( 3) ( 3) 3 3

(e) Fair value measurement

‐1% +1%

Financial instruments are generally recognised at cost. The amortised cost of financial instruments recognised in the statement of financial position approximates the fair value, because of the short‐term nature of many of the financial instruments.

The effect on the net result and equity due to a reasonably possible change in risk variable is outlined in the information below, for interest rate risk and other price risk. A reasonably possible change in risk variable has been determined after taking into account the economic environment in which the Commission operates and the time frame for the assessment (i.e. until the end of the next annual reporting period). The sensitivity analysis is based on risk exposures in existence at the statement of financial position reporting date. The analysis is performed on the same basis as for 2017. The analysis assumes that all other variables remain constant.

Interest rate risk is the risk that the value of financial instruments will fluctuate due to changes in market interest rates. A reasonably possible change of +/‐ 1% is used, consistent with current trends in interest rates. The basis will be reviewed annually and amended where there is a structural change in the level of interest rate volatility. The Commission's exposure to interest rate risk is set out below.

‐1% +1%



Market risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in market prices. The Commission's exposure to market risk is primarily through interest rate risk on the Commission's cash balances. The Commission has no exposure to foreign currency risk and does not enter into commodity contracts.


15. Related Parties

2018 2017$'000 $'000

Short‐term employee benefits:Salaries 733 726Other long‐term employee benefits ‐ 13Post‐employment benefits 39 85Termination benefits 393 ‐ Total remuneration 1,165 824

16. Events after the reporting period

End of Audited Financial Statements

The report on the five‐year review of the Mental Health Commission of NSW was released on 28 June 2018. The Review found the Commission has met the functions under the Act and made 17 recommendations to improve the Commission’s capacity to reflect and support the needs of stakeholders. The NSW Government accepted 16 of the 17 recommendations of the Review,with some recommendations accepted with qualification. The recommendation to rename the Commission is not supported. The findings of the Review have been incorporated into the Commission’s five‐year strategic plan, Key Directions 2018‐2023.

A related party is a person or entity that is related to the entity that is preparing financial statements. As a general government agency 100% controlled by the NSW Government, the Commission is a related party of all NSW Government controlled agencies and State Owned Corporations.

(a) Key Management Personnel

(b) Other related party transactionsCluster agencies:The Ministry of Health (MoH) pays recurrent and capital grants to the Commission.For the year ending 30 June 2018 MoH has paid $10.957m (2017: $10.440m) and $0.045m (2017: $0.085m) respectively to the Commission.

Other government agencies:The Commission transacts with Family and Community Services (FACS) in the normal course of activities. These transactions include transfers of cash to FACS on a fee for service basis. These services include Finance, IT, Payroll and records management.

Notes to and forming part of the Financial Statements

The entity's key management personnel compensation are as


In accordance with AASB 124 Related party disclosures, Key Management Personnel ‘KMP’ are those having authority and responsibility for planning, directing and controlling the activities of the entity including whether executive or otherwise.

The Commission has determined the following positions are key management personnel:• Commissioner• Deputy Commissioner• Director Strategic Operations and Communications

The Commissioner, Deputy Commissioner, and Director Strategic Operations and Communications are considered the ‘Leadership Group’ and these roles have the delegation authority and responsibility for planning, directing and controlling the activities of the Commission. These three roles have substantial financial delegation and decision making power on project planning that cover the entire organisation. Even though the Full time Deputy Commissioner and Director have direct supervision of two teams each, planning decisions are made as a group.

Committee Members of the Audit and Risk Committee are not considered KMP’s because the objectives of the committee is to provide advice to the Commissioner. (Audit and Risk Charter)

The Commission did not enter into transactions with close family members or entities controlled or jointly controlled by key management personnel during the year.




Mental Health Commission Staff Agency

Financial Statements

30 June 2018


Start of Audited Financial Statements

Actual ActualNotes 2018 2017

$'000 $'000

Expenses excluding losses

Operating expensesEmployee related 2(a) 3,255 3,701

Total expenses excluding losses 3,255 3,701

Revenue3,359 3,579

3(a) (104) 122 Total revenue 3,255 3,701

Net result ‐ ‐

TOTAL COMPREHENSIVE INCOME ‐ ‐


MENTAL HEALTH COMMISSION STAFF AGENCY

Statement of comprehensive income for the year ended 30 June 2018

Personnel services revenue ‐ Mental Health Commission of NSW

Acceptance by the Crown Entity of employee benefits and other liabilities


Actual ActualNotes 2018 2017

$'000 $'000

ASSETSCurrent AssetsReceivables 4 434 411

Total Current Assets 434 411

Total Assets 434 411

LIABILITIESCurrent LiabilitiesPayables 5 151 32 Provisions 6 280 374 Total Current Liabilities 431 406

Non‐Current LiabilitiesProvisions 6 3 5

Total Non‐Current Liabilities 3 5 Total Liabilities 434 411

Net Assets ‐ ‐

EQUITYAccumulated funds ‐ ‐

Total Equity ‐ ‐



Statement of financial position as at 30 June 2018



2018Accumulated

Funds Total$'000 $'000

Balance at 1 July 2017 ‐ ‐

Net result for the year ‐ ‐

Total other comprehensive income ‐ ‐

Total comprehensive income for the year ‐ ‐

Balance at 30 June 2018 ‐ ‐

2017Accumulated

Funds Total$'000 $'000

Balance at 1 July 2016 ‐ ‐

Net result for the year ‐ ‐

Total other comprehensive income ‐ ‐

Total comprehensive income for the year ‐ ‐

Balance at 30 June 2017 ‐ ‐



Statement of changes in equity for the year ended 30 June 2018


Actual Actual2018 2017$'000 $'000

CASH FLOWS FROM OPERATING ACTIVITIES

PaymentsTotal Payments ‐ ‐

ReceiptsTotal Receipts ‐ ‐

NET CASH FLOWS FROM OPERATING ACTIVITIES ‐ ‐

CASH FLOWS FROM INVESTING ACTIVITIESNET CASH FLOWS FROM INVESTING ACTIVITIES ‐ ‐

CASH FLOWS FROM FINANCING ACTIVITIESNET CASH FLOWS FROM FINANCING ACTIVITIES ‐ ‐

NET INCREASE/(DECREASE) IN CASH ‐ ‐ Opening cash and cash equivalents ‐ ‐

CLOSING CASH AND CASH EQUIVALENTS ‐ ‐


Statement of cash flows for the year ended 30 June 2018




Mental Health Commission Staff AgencyNotes to the financial statementsfor the year ended 30 June 2018

1 Summary of significant accounting policies

(a) Reporting entity

(b) Basis of preparation

The Mental Health Commission Staff Agency (the Agency) is a Division of the Government Service established pursuant to Part 2 of Schedule 1 of the Government Sector Employment Act 2013. It is a not‐for‐profit entity as profit is not its principal objective. The Agency's objective is to provide personnel services to the Mental Health Commission of New South Wales. It is consolidated as part of the NSW Total State Sector Accounts. It is domiciled in Australia and its principal office is at Gladesville, NSW.

These financial statements for the year ended 30 June 2018 have been authorised for issue by the Commissioner on xx September 2018.

The financial statements of the Agency are general purpose financial statements prepared on an accruals basis and in accordance with applicable Australian Accounting Standards (which include Australian Accounting Interpretations), the requirements of the Public Finance and Audit Act 1983, the Public Finance and Audit Regulation 2015.

Except for certain assets and liabilities, which are measured at fair value as noted, the financial statements are prepared in accordance with the historical cost convention.

Judgements, key assumptions and estimations that management has made are disclosed in the relevant notes to the financial statements.

All amounts are rounded to the nearest one thousand dollars and are expressed in Australian currency.

(i) New Australian Accounting Standards effective for the first time in 2017‐18

The accounting policies applied in 2017‐18 are consistent with those of the previous financial year.

(ii) New Australian Accounting Standards issued but not yet effectiveNSW public sector entities are not permitted to early adopt new Australian accounting Standards, unless Treasury determines otherwise. In accordance with the NSW Treasury mandate (NSWTC 18‐01), the Agency did not early adopt any of these accounting standards and interpretations that are not yet effective.

26 September 2018.


Mental Health Commission Staff AgencyNotes to the financial statementsfor the year ended 30 June 2018


(iii) Statement of compliance

(c) Comparative information

The financial statements and notes comply with Australian Accounting Standards, which include Australian Accounting Interpretations.

Except when an Australian Accounting Standards permits or requires otherwise, comparative information is presented in respect of the previous period for all amounts reported in the financial statements.

The Agency's assessment of the impact of these new standards and interpretations is that they will not materially affect any of the amounts recognised in the financial statements or significantly impact the disclosures in relation to the entity.

(continued)



2018 2017$'000 $'000

2. Expenses excluding losses

(a) Employee related expenses

Salaries and wages (including annual leave) 2,985 3,096 Superannuation ‐ defined contribution plans 236 270 Long service leave (104) 122 Workers' compensation insurance (16) 19 Payroll tax and fringe benefit tax 154 194 Total employee related expenses 3,255 3,701

3. Revenues 2018 2017$'000 $'000

(a) Acceptance by the Crown Entity of employee benefits and other liabilities

The following liabilities and / or expenses have been assumedby the Crown Entity or other government agencies:

Long service leave (104) 122 Total liabilities assumed by the Crown Entity (104) 122

Recognition and MeasurementRevenue recognition

Revenue is recognised when the Agency has received or has the right to receive inflows of economic benefits, and the right to receive them is probable and can be reliably measured.

Revenue is measured at the fair value of the consideration received or receivable.

Revenue from rendering of personnel services is recognised when the service is provided.

MENTAL HEALTH COMMISSION STAFF AGENCYNotes to and forming part of the Financial Statements



4. Current/non‐current assets ‐ receivables2018 2017$'000 $'000

CurrentAmounts due from other government agencies 434 411Total receivables 434 411

Details regarding credit risk, liquidity risk and market risk, including a maturity analysis of the above receivables are included in Note 9.

Receivables are non‐derivative financial assets with fixed or determinable payments that are not quoted in an active market. Receivables are recognised initially at fair value, based on the original invoice. Subsequent measurement is at amortised cost using the effective interest method, less an allowance for any impairment. Any changes are recognised in the net result for the year when impaired, derecognised or through the amortisation process. An impairment provision is recognised when there is objective evidence that the Agency will not be able to collect the receivable. Short‐term receivables with no stated interest rate are measured at the original invoice amount where the effect of discounting is immaterial. Debts which are known to be uncollectible are written off as identified.



Recognition and MeasurementTrade and other receivables



2018 2017$'000 $'000

5. Current liabilities – payables

Current liabilities ‐ payablesAccrued salaries, wages and on‐costs 61 10Creditors 90 22Total Current liabilities – payables 151 32

Recognition and MeasurementTrade and other payables

6. Current / non‐current liabilities ‐ provisions2018 2017$'000 $'000

CurrentEmployee benefits and related on‐costsAnnual leave 225 272Payroll tax 22 45On‐costs for annual leave and long service leave 33 57Total current provisions 280 374

Non‐current

On‐costs for annual leave and long service leave 3 5Total non‐current provisions 3 5

Total Provisions 283 379

Provisions ‐ current 280 374 Provisions ‐ non‐current 3 5 Accrued salaries, wages and on‐costs (Note 5) 61 10 Total employee benefits and related on‐costs 344 389


Employee benefits and related on‐costs


These amounts represent liabilities for goods and services provided to the Agency and other amounts. Payables are recognised initially at fair value, usually based on the transaction cost or face value. Subsequent measurement is at amortised cost using the effective interest method. Short‐term payables with no stated interest rate are measured at the original invoice amount where the effect of discounting is immaterial.

Details regarding credit risk, liquidity risk and market risk, including a maturity analysis of the above payables are included in Note 9.

Aggregate employee benefits and related on‐costs


6. Current / non‐current liabilities ‐ provisions (continued)

Recognition and MeasurementEmployee benefits and other provisions

(i) Salaries and wages, annual leave, sick leave and on‐costs

(iii) Consequential on‐costs

Consequential costs to employment are recognised as liabilities and expenses where the employee benefits to which they relate have been recognised. This includes outstanding amounts of payroll tax, workers' compensations insurance premiums and fringe benefits tax.

The annual leave liability at 30 June 2018 was $225,000 (2017: $272,000). This is based on leave entitlements at 30 June 2018 using remuneration rates to be payable post 30 June. Of this liability, the value expected to be paid within twelve months is $204,000 (2017: $235,000) and $21,000 (2017: $37,000) after twelve months.



The Agency's liabilities for long service leave and defined benefit superannuation are assumed by the Crown Entity. The Agency accounts for the liability as having been extinguished, resulting in the amount assumed being shown as part of the non‐monetary revenue item described as 'Acceptance by the Crown Entity of employee benefits and other liabilities'.

Long service leave is measured at present value in accordance with AASB 119. This is based on the application of certain factors (specified in NSWTC 15/09) to employees with five or more years of service, using current rates of pay. These factors were determined based on an actuarial review to approximate present value.

The superannuation expense for the financial year is determined by using the formulae specified in the Treasurer's Directions. The expense for certain superannuation schemes (i.e. Basic Benefit and First State Super) is calculated as a percentage of the employees' salary. For other superannuation schemes (i.e. State Superannuation Scheme and State Authorities Superannuation Scheme), the expense is calculated as a multiple of the employees' superannuation contributions.

Salaries and wages (including non‐monetary benefits) and paid sick leave that are expected to be settled wholly within 12 months after the end of the period in which the employees render the service are recognised and measured at the undiscounted amounts of the benefits. Annual leave is not expected to be settled wholly before twelve months after the end of the annual reporting period in which the employees render the related service. As such, it is required to be measured at present value in accordance with AASB 119 Employee Benefits (although short‐cut methods are permitted).

Actuarial advice obtained by Treasury has confirmed that using the nominal leave balance plus the annual leave entitlements accrued while taking annual leave (calculated using 7.9% of the nominal value of annual leave) can be used to approximate the present value of the annual leave liability.

(ii) Long service leave and superannuation

Unused non‐vesting sick leave does not give rise to a liability as it is considered probable that sick leave taken in the future will be greater than the benefits accrued in the future.

The Commission has assessed the actuarial advice based on the entity's circumstances and has determined that the effect of discounting is immaterial to annual leave. All annual leave is classified as a current liability even where the entity does not expect to settle the liability within 12 months as the entity does not have an unconditional right to defer settlement.



7. Commitments for expenditure

Capital commitments

Operating lease commitments

8. Contingent liabilities and contingent assets


The Agency does not have any capital commitments as at 30 June 2018 and 30 June 2017.

The Agency does not have any operating lease commitments as at 30 June 2018 and 30 June 2017.

The Agency does not have any contingent assets or liabilities.



9. Financial instruments

(a) Financial instrument categories

Financial assets Note Category Carrying Amount Carrying Amount2018 2017

Class: $'000 $'000

Receivables 4

Loans and receivables (at amortised cost) 434 411

Financial liabilities Note Category Carrying Amount Carrying Amount2018 2017

Class: $'000 $'000

Payables 5

Financial liabilities measured (at amortised cost) 63 10

(b) Credit risk



The Agency's principal financial instruments are outlined below. These financial instruments arise directly from the Agency's operation or are required to finance the Agency's operations. The Agency does not enter into or trade financial instruments, including derivative financial instruments, for speculative purposes. The Agency's main risks arising from financial instruments are outlined below, together with the Agency's objectives, policies and processes for measuring and managing risk. Further quantitative and qualitative disclosures are included throughout this financial report. The Commissioner has overall responsibility for the establishment and oversight of risk management and reviews and agrees policies for managing each of these risks. Risk management policies are established to identify and analyse the risks faced by the Agency, to set risk limits and controls and to monitor risks. Compliance with policies is reviewed by the Commissioner on a continuous basis. The Commissioner receives advice in relation to risks from the Agency's independent Audit and Risk Committee.

The Agency holds the following financial instruments. Statutory assets or liabilities that are not contractual (e.g. taxes, GST) as well as prepayments and unearned revenue are not financial liabilities or assets. Therefore, they are excluded from AASB 7 Financial Instruments: Disclosures.

Credit risk arises when there is the possibility of the Agency's debtors defaulting on their contractual obligations, resulting in a financial loss to the Agency. The maximum exposure to credit risk is generally represented by the carrying amount of the financial assets (net of any allowance for impairment).

Credit risk arises from the financial assets of the Agency, i.e. receivables. No collateral is held by the Agency nor has it granted any financial guarantees. Credit risk associated with the Agency's financial assets, other than receivables, is managed through the selection of counterparties and establishment of minimum credit rating standards.



9. Financial instruments (continued)

(i) Receivables


impaired Considered Impaired$'000 $'000 $'000

< 3 months overdue ‐ ‐ ‐ 3 months ‐ 6 months

overdue ‐ ‐ ‐ > 6 months overdue ‐ ‐ ‐


impaired Considered Impaired$'000 $'000 $'000

< 3 months overdue ‐ ‐ ‐ 3 months ‐ 6 months

overdue ‐ ‐ ‐ > 6 months overdue ‐ ‐ ‐

Notes to and forming part of the Financial StatementsMENTAL HEALTH COMMISSION STAFF AGENCY


All trade debtors are recognised as amounts receivable at balance date. Collectability of trade debtors is reviewed on an ongoing basis. Procedures as established in the Treasurer's Directions are followed to recover outstanding amounts, including letters of demand. Debts which are known to be uncollectible are written off. An allowance for impairment is raised when there is objective evidence that the Agency will not be able to collect all amounts due. This evidence includes past experience, and current and expected changes in economic conditions and debtor credit ratings. No interest is earned on trade debtors. Sales are made on 30 day terms.

The Agency is not materially exposed to concentrations of credit risk to a single trade debtor or group of debtors. Based on past experience, debtors that are not past due (2018: $434,000; 2017: $411,000) and not less than 6 months past due (2018: $Nil; 2017: $Nil) are not considered impaired and together these represent 100% of the total trade debtors (2017: 100%).

There are no debtors which are currently not past due or impaired whose terms have been renegotiated.

The ageing analysis excludes statutory receivables, as these are not within the scope of AASB 7 and excludes receivables that are not past due and not impaired. Therefore the total will not reconcile to the receivable total recognised in the statement of financial position. Each column in the table reports 'gross receivables'.


9. Financial Instruments (continued)

(d) Market risk



10. Related Party Transactions


All transactions and outstanding balances in these financial statements relate to the Agency's function as the provider of personnel services to the immediate parent. The Agency's total income is sourced from the immediate parent, and cash receipts and payments are affected by the immediate parent on the Agency's behalf.

Key management personnel compensation are borne by the immediate parent. There were no transactions with the ultimate parent during the financial year.




Market risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in market prices. The Agency's exposure to market risk is considered minimal as the Agency has no cash balances, has no exposure to foreign currency risk and does not enter into commodity contracts.

Interest rate risk is the risk that the value of financial instruments will fluctuate due to changes in market interest rates. The Agency has no exposure to interest rate risk.


The Staff Agency is not aware of any events since balance date that would materially affect the disclosures outlined in this report.

9. Financial instruments (continued)(c) Liquidity risk

Maturity analysis and interest rate exposure of financial liabilities


Non Interest Bearing < 1 year 1‐5 years

% $'000 $'000 $'000 $'0002018Payables ‐ 63 63 63 ‐Total financial liabilities 63 63 63 ‐

2017Payables ‐ 10 10 10 ‐Total financial liabilities 10 10 10 ‐

(1) The amounts disclosed are the contractual undiscounted cash flows of each class of financial liabilities, therefore the amounts disclosed above will not reconcile to the statement of financial position.

Nominal Amount (1)

Weighted Average Effective Interest

rate



The table below summarises the maturity profile of the Agency’s financial liabilities, together with the interest rate exposure.

Maturity dates

Liquidity risk is the risk that the Agency will be unable to meet its payment obligations when they fall due. The Agency continuously manages risk through monitoring future cash flows and maturities planning to ensure adequate holding of high quality liquid assets.

No assets have been pledged as collateral. The Agency's exposure to liquidity risk is deemed insignificant based on prior periods' data and current assessment of risk. The liabilities are recognised for amounts due to be paid in the future for goods or services received, whether or not invoiced. Amounts owing to suppliers (which are unsecured) are settled in accordance with the policy set out in NSWTC 11/12. For small business suppliers, where terms are not specified, payment is made no later than 30 days from date of receipt of a correctly rendered invoice. For other suppliers, if trade terms are not specified, payment is made no later than the end of the month following the month in which an invoice or a statement is received. For small business suppliers, where payment is not made within the specified time period, simple interest must be paid automatically unless an existing contract specifies otherwise. For payments to other suppliers, the Commissioner (or a person appointed by the Commissioner) may automatically pay the supplier simple interest.



9. Financial Instruments (continued)

(d) Market risk



10. Related Party Transactions


All transactions and outstanding balances in these financial statements relate to the Agency's function as the provider of personnel services to the immediate parent. The Agency's total income is sourced from the immediate parent, and cash receipts and payments are affected by the immediate parent on the Agency's behalf.

Key management personnel compensation are borne by the immediate parent. There were no transactions with the ultimate parent during the financial year.




Market risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in market prices. The Agency's exposure to market risk is considered minimal as the Agency has no cash balances, has no exposure to foreign currency risk and does not enter into commodity contracts.

Interest rate risk is the risk that the value of financial instruments will fluctuate due to changes in market interest rates. The Agency has no exposure to interest rate risk.


The Staff Agency is not aware of any events since balance date that would materially affect the disclosures outlined in this report.



Human resourcesAt the end of reporting period the Commission had 20 employees including the Commissioner and Full-time Deputy Commissioner. At 30 June 2018, 15 agency personnel were also supporting the work of the Commission. The Commission’s recruitment practices comply with the Government Sector Employment Act 2013.

Learning and developmentThe Commission is committed to the ongoing development of staff to increase or maintain their skills, knowledge and experience. Initial work towards a formal learning and development program continued in 2017-18. Training and development opportunities are identified in the individual performance and development program.

In addition to individual courses, conferences and training, the Commission provided organisation-wide training opportunities for staff throughout the year. These included Mental Health First Aid, and in-house Project Management Approach training.

Requirements arising from employment arrangementsThe Mental Health Commission of NSW is the controlling entity of the Mental Health Commission Staff Agency established pursuant to Part 2 of Schedule 1 of the Government Sector Employment Act 2013. It is a not-for-profit entity. The Mental Health Commission Staff Agency’s objective is to provide personnel services to the Mental Health Commission of NSW. It is consolidated as part of the NSW State Sector Accounts.

Commissioner, Deputy Commissioners and Community Advisory CouncilOn 18 August 2017, Catherine Lourey was appointed as Commissioner for a five-year term.

Ms Lourey’s conditions of employment are outlined in her instrument of appointment, and her salary is paid in line with the determinations made for Public

Office Holders by the Statutory and Other Officers Remuneration Tribunal (SOORT).

The total annual remuneration package for Ms Lourey was $312,270 excluding superannuation. In its Determination No. 1 effective from 1 July 2017, SOORT awarded a 2.5 per cent increase to office holders in receipt of a total remuneration package, which includes the Commissioner.

In Oct 2017, Ms Karen Burns, was appointed as Acting full-time Deputy Mental Health Commissioner for an initial 6 month period up to and including 8 March 2018, which was extended to 30 Jun 2018 in Feb 2018. SOORT determined pursuant to section 14(2) of the Statutory and Other Offices Remuneration Act 1975 the remuneration of the full-time Deputy Commissioner at $250,030 excluding superannuation.

The Commission employs five part-time Deputy Commissioners. Deputy Commissioners who are not otherwise employed within the public sector are paid at a daily rate of $750 for a pre-determined number of days per month. All Deputy Commissioners receive reimbursement for reasonable actual expenses or relevant allowances in relation to activities conducted on behalf of the Commission.

There are also 17 members (including the Commissioner) on the Community Advisory Council, some of whom are paid an allowance by the Commission.

Appendix 1: StaffingStaff profileNumber of employees by remuneration level

Remuneration level 2014-15 2015-16 2016-17 2017-18Clerk 1/2 0 0 0 0Clerk 3/4 1 1 0 1Clerk 5/6 0 2 2 1Clerk 7/8 3 2 4 3Clerk 9/10 7 12 10 9Clerk 11/12 5 5 5 4Senior Executive 1 1 1 0TOTAL 17 23 22 18

Of the 18 employees working at the Commission at 30 June 2018, 16 were employed on an ongoing basis.

As Statutory Office Holders, the Commissioner and Deputy Commissioners have not been included in this count.

Appendices


Executive managementIn 2017-18, there was one Senior Executive Service Officer: Julie Robotham, Director Strategic Operations and Communications. Ms Robotham’s salary package at the end of the reporting period was $214,229. Ms Robotham's contract ended on 18 June 2018.

Total number of senior executivesLevel 16-17 average 17-18 average salary salary

Band 4 0 0

Band 3 0 0

Band 2 0 0

Band 1 1 F $209,018 1 F $214,229

Total 1 1 1 1

(M = male F = female) In 2016-17 the Commission's employee-related expenditure for senior executive was 5.64%. In 2017-18 expenditure relating to senior executive was 11.74% which included an executive termination payment.

Ensuring responsible managementIn 2017-18 the Commission undertook a range of programs of work, reviews and specific projects aligned to its strategic responsibilities. Collaboration across teams was facilitated to ensure a whole-of-Commission response to strategic issues.

Business improvementThe Business Operations team reviewed and updated internal operational policies including the Payments to Deputy Commissioners policy, Accounting Manual and the Dignity and Respect in the Workplace - Preventing and Managing Bullying policy.

Strategic planning workshopA two-day strategic planning workshop was held by the executive team with the Deputy Commissioners and Community Advisory Council in late 2017. This provided a forum for discussion of key priority issues and strategic directions for the Commission. The outcomes from this forum and subsequent consultations have resulted in a strategic plan document Key Directions to drive the Commission’s program of work over the next five years. Key Directions is available on the Commission's website.

Appendix 2: Risk Management and insurance activities

Audit and Risk CommitteeThe Commission maintained and developed its risk management framework in 2017-18, overseen by the Audit and Risk Committee in accordance with Treasury Policy Paper 15-03, Internal Audit and Risk Management in the NSW Public Sector.

The Commission’s Audit and Risk Committee provides independent advice to the Commissioner in relation to the Commission’s governance, risk management, control and compliance frameworks, external accountability and internal and external audit functions. The Committee met on four occasions in 2017-18.

The Commission, with guidance from the Committee, reviewed the strategic and operational Risk Register in 2017-18, focussing on sound and practical mitigation strategies and controls for identified risks. Other key elements of the risk management framework were also reviewed, including the business continuity management and fraud control plans.

The Commission’s outsourced internal auditors, BDO East Coast Partnership, conducted two internal audits in 2017-18: External Service Providers and Procurement and Contracts Management. Audit recommendations are being addressed with oversight from the Audit and Risk Committee.

The Committee has reported the Commission’s risk management, internal control and compliance framework to be sound.

InsuranceThe NSW Treasury Managed Fund provides insurance cover for the Commission’s activities, including public liability, property, workers compensation and miscellaneous activities. Under staff employment arrangements with the NSW Ministry of Health, Commission staff are covered under the workers compensation policy held by the Ministry.

The Commission made one workers compensation claim in the reporting year.

The Commission provides opportunities for staff to contribute to a healthy and safe workplace through consultation at fortnightly staff meetings. WHS obligations and accountabilities are also specified in Commission contracts for goods and services, where relevant.


Appendix 3: Internal audit and risk management policy attestations


Number of GIPA applications by type of application and outcomeTable 29: Number of applications by type of application and outcome

Access

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ull

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n

Personal informaton

applicatons*

0 0 0 0 0 0 0 0

Access applicatons (other

than personal informaton

applicatons)

0 0 0 0 0 0 0 0

Access applicatons that are

partly personal informaton

applicatons

and partly other

0 0 0 0 0 0 0 0

Total 0 0 0 0 0 0 0 0

* A “personal informaton applicaton” is an access applicaton for personal informaton (as defned in clause 4 of Schedule 4 of the GIPA

Act) about the applicant (the applicant being an individual).

Table 30: Invalid applications

Reason for invalidity Number of

Reason for Invalidity No of

applicatons

Applicaton does not comply with formal requirements (secton 41 of the GIPA Act) 0

Applicaton is for excluded informaton of the agency (secton 43 of the GIPA Act) 0

Applicaton contravenes restraint order (secton 110 of the GIPA Act) 0

Total number of invalid applicatons received 0

Invalid applicatons that subsequently became valid applicatons 0

Table 31: Conclusive presumption of overriding public interest against disclosure: matters listed in Schedule 1

of the GIPA Act

Descripton of consideraton

No of tmes

consideraton

used

Overriding secrecy laws 0

Cabinet informaton 0

Executve Council informaton 0

Contempt 0

Legal professional privilege 0

Excluded informaton 0

*

Appendix 1 – Report on the Mental Health Commission’s obligations under the

Government Information (Public Access) Act 2009

Section 125 of the Government Information (Public Access) Act 2009 (the “GIPA Act”) requires an agency to

prepare an annual report on the agency’s obligations under the GIPA Act. The Government Information (Public

Access) Regulation 2009 sets out what must be included in the report. This appendix contains the information

required to be reported on by the Commission.

Section 7(3) of the GIPA Act provides that an agency must, at intervals of not more than 12 months, review its

program for the release of government information to identify the kinds of government information held by

the agency that should be made available in the public interest and that can be made publicly available without

imposing unreasonable additional costs on the agency. During the reporting period, the Commission conducted

no such reviews. The reason for this is that the reporting period is the first reporting period of this new agency

and requirements under the GIPA Act were not included in the first year work plan. GIPA Act requirements will

be included in the first formal business plan to be drafted in 2013-14.

The Commission received no valid access applications during the reporting period.

Tables 28–34 provide statistical information about access applications – clause 7(d) and Schedule 2.

Table 28: Number of applications by type of applicant and outcome*

Acc

ess

gra

nte

d i

n f

ull

Acc

ess

gra

nte

d i

n p

art

Acc

ess

re

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d i

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ull

In

form

ati

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no

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eld

In

form

ati

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ea

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ava

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ble

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n

Re

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en

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he

the

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ati

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Ap

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on

wit

hd

raw

n

Media 0 0 0 0 0 0 0 0

Members of Parliament 0 0 0 0 0 0 0 0

Private sector business 0 0 0 0 0 0 0 0

Not for profit organisations or

community groups

0 0 0 0 0 0 0 0

Members of the public (application

by legal representative)

0 0 0 0 0 0 0 0

Members of the public (other) 0 0 0 0 0 0 0 0

Total 0 0 0 0 0 0 0 0

* More than one decision can be made in respect of a particular access application. If so, a recording must be made in relation to each such

decision. This also applies to table 29.

APPENDICES

Number of GIPA applications by type of applicant and outcome*

* More than one decision can be made in respect of a particular access application. If so, a recording must be made in relation to each such decision. This also applies to the table below.

Appendix 4: Privacy and personal information

The Commission is required to include a statement on how it has complied with the Privacy and Personal Information Protection Act 1998 and detail any reviews conducted by or on behalf of the Commission under Part 5 of the PPIPA.

The Commission does not routinely collect personal information. When people volunteer personal information to support the Commission’s policy and reform activities, the Commission ensures it is retained in accordance with their instruction and the purposes for which it was offered.

As at 30 June 2018, there were no requests by individuals to update or access personal information, and the Commission did not release any personal information to any other organisation. There were no reviews conducted by or on behalf of the Commission under Part 5 of the PPIPA.

Appendix 5: Government Information (Public Access)

Under Section 7 of the Government Information (Public Access) Act 2009 (GIPA), agencies must review their programs for the release of government information to identify the kinds of information that can be made publicly available. This review must be undertaken at least once every 12 months.

The Commission continues to review its approach to information release and has sought to proactively publish a wide range of documents, including details of meetings and committee minutes, to support its objective of being a transparent, accountable organisation.

The Commission received no requests under the GIPA Act during 2017-18.


Conclusive presumption of overriding public interest against disclosure: matters listed in Schedule 1 of the GIPA Act

Description of consideration Number of times consideration used

Overriding secrecy laws 0Cabinet information 0Executive Council information 0Contempt 0Legal professional privilege 0Excluded information 0Documents affecting law enforcement and public safety 0Transport safe 0Adoption 0Care and protection of children 0Ministerial code of conduct 0Aboriginal and environmental heritage 0

Other public interest considerations against disclosure: matters listed in table to Section 14 of the GIPA Act

Number of occasions when application not successful

Responsible and effective government 0Law enforcement and security 0Individual rights, judicial processes and natural justice 0Business interests of agencies and other persons 0Environment, culture, economy and general matters 0Secrecy provisions 0Exempt documents under interstate freedom of information legislation 0

Invalid GIPA applications

Reason for invalidity Number of applicationsApplication does not comply with formal requirements (Section 41 of the GIPA Act)

0

Application is for excluded information of the agency (Section 43 of the GIPA Act)

0

Application contravenes restraint order (Section 110 of the GIPA Act) 0Total number of invalid applications received 0Invalid applications that subsequently became valid applications 0


Number of applications reviewed under Part 5 of the GIPA Act (by type of review and outcome)

Decision varied Decision upheld TotalInternal review 0 0 0Review by Information Commissioner*

0 0 0

Internal review following recommendation under Section 93 of Act

0 0 0

Review by NCAT 0 0 0Total 0 0 0

* The Information Commissioner does not have the authority to vary decisions, but can make recommendations to the original decision-maker. The data in this case indicates that a recommendation to vary or uphold the original decision has been made.

Applications for review under Part 5 of the GIPA Act (by type of applicant)

Number of applications for reviewApplications by access applicants 0Applications by persons to whom information the subject of access application relates (see Section 54 of the GIPA Act)

0

Conclusive presumption of overriding public interest against disclosure: matters listed in Schedule 1 of the GIPA Act

Description of consideration Number of times consideration

Overriding secrecy laws 0Cabinet information 0Executive Council information 0Contempt 0Legal professional privilege 0Excluded information 0Documents affecting law enforcement and public safety 0Transport safety 0Adoption 0Care and protection of children 0Ministerial code of conduct 0Aboriginal and environmental heritage 0

Other public interest considerations against disclosure: matters listed in table to Section 14 of the GIPA Act

Number of occasions when application not successful

Responsible and effective government 0Law enforcement and security 0Individual rights, judicial processes and natural justice 0Business interests of agencies and other persons 0Environment, culture, economy and general matters 0


Appendix 6: Engagement and use of consultants

Consultancies equal to or more than $50,000

Consultant Project Actual costs (excluding

GST)

Nil Nil Nil

Consultancies less than $50,000

Number of engagements = 0 Nil

Appendix 7: Funds granted to non-government organisations

Organisation Amount ($)

Being (formerly NSW Consumer Advisory Group - Mental Health) 633,000

beyondblue 1,200,000

Mental Health Carers NSW (formerly ARAFMI) 404,000

WayAhead - Combined Activities 1,298,000

WayAhead - Collective Purpose 360,000

National Aboriginal and Torres Strait Islander Leadership in Mental Health (NATSILMH)

24,489

Community Mental Health and Drug and Alcohol Research Network (CMHDARN) 121,890

Total grants paid to non-government organisations during 2017-18 4,041,379

Appendix 8: Payment of accounts

Aged analysis at end of each quarter 2017-18

Quarter Current. (ie. within due date)

Less than 30 days overdue

Between 30 and 60 days overdue

Between 60 and 90 days overdue

More than 90 days overdue

All suppliersSep 17 30,408.10 0 0 0 0Dec 17 10,482.40 0 0 0 0Mar 18 48,297.28 0 0 0 0Jun 18 122,194.86 0 0 0 0Small business suppliersSep 17 0 0 0 0 0Dec 17 0 0 0 0 0Mar 18 0 0 0 0 0Jun 18 0 0 0 0 0

The Commission’s finance team on a weekly basis follows up its outstanding invoices already processed but not yet paid.


Appendix 9: Time for payment of accounts

Accounts due or paid within each quarter

Measure September 2017

December 2017

March 2018 June 2018

All suppliersNumber of accounts due for payment

266 267 233 329

Number of accounts paid on time 266 263 222 324Actual percentage of accounts paid on time (based on number of accounts)

100% 99% 95% 98%

Dollar amount of accounts due for payment

$2,626,049.37 $2,475,591.13 $1,659,603.21 $2,103,664.99

Dollar amount of accounts paid on time

$2,626,049.37 $2,462,260.13 $1,624,736.93 $2,090,252.81

Actual percentage of accounts paid on time (based on $)

100% 99% 98% 99%

Number of payments for interest on overdue accounts

0 0 0 0

Interest paid on overdue accounts 0 0 0 0Small business suppliersNumber of accounts due for payment

1 0 1 0

Number of accounts paid on time 1 0 1 0Actual percentage of accounts paid on time

100% 100% 100% 100%

Dollar amount of accounts due for payment

$2,250.00 $0.00 $3,765.00 $0.00

Dollar amount of accounts paid on time

$2,250.00 $0.00 $3,765.00 $0.00

Actual percentage of accounts paid on time (based on $)

100% 100% 100% 100%

Number of payments for interest on overdue accounts

0 0 0 0

Interest paid on overdue accounts 0 0 0 0


Appendix 10: Digital Information Security Annual Attestation Statement

Appendix 11: Promotion

Name Overseas travel and purpose DatesCatherine Lourey Travel to attend the International Initiative for Mental

Health Leadership (IIMHL) Exchange in Stockholm, Sweden

25 May - 4 June 2018

Appendix 12: Workforce diversity

The Commission’s Equity and Diversity Policy commits to building a workplace that is fair and equitable and reflective of the diversity of the NSW community. Workforce diversity provides the Commission with a broader range of skills, insights and experiences to inform decision making and mental health reform policy development and implementation. The Commission ensures that staff and contractors are selected for positions on merit; providing equitable access to employment, professional development and workplace participation for people who


Diversity group Target or benchmark 2017-18Aboriginal and Torres Strait Islander Benchmark 2.6% 3.13% Women Benchmark 50% 94.74%People with a disability requiring workplace adjustment Benchmark 1.5% 5.26%People whose first language was not English Benchmark 19% 10.53%

Appendix 13: Work Health and Safety

The Commission is committed to providing a healthy and safe work environment and ensures its Work Health and Safety (WHS) Policy is implemented by staff.

The Commission has an internal Work Health and Safety and Wellbeing Committee that meets regularly throughout the year and includes representatives from all Commission teams. In addition to this, WHS issues are raised and discussed at all-staff meetings.

Appendix 14: Disability inclusion action plan

In all its work the Commission is guided by the lived experience of people with mental health issues, families and carers and strives to create trauma-informed spaces for supportive and safe spaces for engagement with these groups. For more information about Commission projects involving these stakeholders see pages 24-25.

Monitoring the rollout of the National Disability Insurance Scheme (NDIS) in NSW and the support for people with a psychosocial disability has been an important focus of the Commission's work over the past year. See more information on this work on page 30 of this report.

In 2017 the Commission added a list of NDIS resources to the Commission website for people with mental health issues and the services that support them. These resources give information on how to apply for NDIS funding, what to do if someone has a complaint and other useful information.

The Commission employs people with a lived experience of mental health issues and at least one Deputy Commissioner must have lived experience as outlined in the Mental Health Commission Act 2012.

To support staff, the Commission has provided the opportunity to develop their own Wellbeing Plan which can include work adjustments as necessary. These Plans are reviewed at regular intervals with the staff member and their manager.

Appendix 15: Multicultural services and policies program

Working with people from culturally and linguistically diverse (CALD) communities is a priority of the Commission. A CALD engagement plan was developed in 2017, with the Commission identifying three communities to work with to learn about their particular needs in the area of mental health and support community identified initiatives to improve outcomes for people. The choice of communities was informed by a research project that identified communities of greatest need. For more information on this engagement plan and the projects that arose from it. See page 20 of this report for more information.

A revised CALD community engagement strategy will be developed in 2019 and will guide the work of the Commission with this priority population group.

The Commission's Multicultural Program policy is available on its website.

are under-represented in the workforce; and ensuring that the Commission workplace is free from all forms of discrimination.

Consistent with the requirements of the Government Sector Employment Act 2013, and the Anti-Discrimination Act 1977, the Commission has integrated workforce diversity strategies within its workforce planning. The Commission’s workforce encompasses diverse experience of mental health, gender, culture and linguistic background, Aboriginality, disability, age, carer and family responsibility, sexual orientation and socio-economic background.

The Commission’s Code of Conduct also aims to promote a positive working environment. This involves supporting and celebrating the Commission’s workforce without discrimination. Commission values are leadership, independence, innovation, integrity, courage and hope and all staff and contractors are encouraged to demonstrate these values in their work.


Appendix 16: Committees and Boards

External• Aboriginal Overrepresentation Steering Committee

Meeting• beyondblue Board• beyondblue Independent Evaluation Advisory

Committee• Centre for the Health Economy Industry Advisory

Committee, Macquarie University• Clinical Advisory Council, NSW Ministry of Health• Disability Employment Advisory Committee, Public

Service Commission• Effective and Safe participation and engagement

for people with a lived experience – National Mental Health Commission

• Emergent Leadership Program in Mental Health, National Mental Health Commission

• Joint Mental Health Commissioner Meeting• Juvenile Justice Advisory Committee, NSW

Department of Justice• Mental Health Program Council, NSW Ministry of

Health• Mental Health Reform Implementation Taskforce,

NSW Ministry of Health• Mental Health Workforce Plan Advisory

Committee, NSW Ministry of Health• Mentally Healthy Workplaces Steering Committee,

NSW Government• NDIS Communications Senior Officers Working

Group, Department of Premier and Cabinet• NSW Mental Health Commission Review

Reference Group• NSW Strategic Framework for Mental Health

Expert Reference Group, NSW Ministry of Health• NSW Subspecialty Review Advisory Group• NSW Rail Suicide Prevention Working Group• Therapeutic Environments Reference Group,

NSW Ministry of Health• Sector - Advisory Committee• Premier’s Council on Homelessness

Facilitated by the Commission• Aboriginal Mental Health Policy Mapping Project

Interagency Meeting• Audit and Risk Committee• Building Community Based Services and Supports

Project Reference Group• Building Community Based Services and Supports

Project Steering Committee• Carer Lived Experience Advisory Group• Consumer Lived Experience Advisory Group• External Service Provider Project Steering

Committee• Lived Experience Advisory Group• Mental Health Community Advisory Council• Review of Headline Indicators - Project

Governance Group• Review of Headline Indicators - Technical Advisory

Group• Suicide Prevention Advisory Group

Below is a list of committees and boards that the Commissioner, Deputy Commissioner (full-time) and Director, Strategic Operationsand Communications were involved in during 2017-18.


PageAccess details 95

Agreements with Multicultural NSW N/A

Additional matters for inclusion 85, 95

Aims and objectives 6

Application for extension of time N/A

Audited financial statements 38

Availability of annual report 95

Budgets 36

Charter 6

Consumer response N/A

Consultants 88

Digital information security policy attestation 90

Disability inclusion action plan 91

Disclosure of controlled entities N/A

Disclosure of subsidiaries N/A

Economic or other factors N/A

External costs 95

Government Information (Public Access) Act 2009 85

Financial statements 38

Form of annual reports 95

Funds granted to non-government community organisations 88

Human resources 82

Identification of audited financial statements 38

Implementation of price determination N/A

Inclusion of unaudited financial statements N/A

Internal audit and risk management policy attestation 84

Investment performance N/A

Land disposal N/A

PageLegal change N/A

Letter of submission 2

Liability management performance N/A

Management and activities 18

Management and structure 7

Multicultural Policies and Services Program 91

Numbers and remuneration of senior executives 83

Payment of accounts 88

Privacy and personal information 85

Promotion 90

Public availability of report 95

Public Interest Disclosures N/A

Research and development (see Our work) 18

Requirements arising from employment arrangements 82

Risk management and insurance activities 83

Summary review of operations 37

Table of contents 3

Time for payment of accounts 89

Unaudited financial statements N/A

Website address 95

Work Health and Safety 91

Workforce diversity 90

N/A = not applicable

Appendix 17: Statutory reporting compliance checklist

© 2017 State of New South Wales

You may copy, distribute, display, download and otherwise freely deal with this work for any purpose, provided that you attribute the Mental Health Commission of NSW as the owner. However, you must obtain permission if you wish to (a) charge others for access to the work (other than at cost), (b) include the work in advertising or a product for sale, (c) modify the work or (d) publish the work to a website.

This report is available on our website: www.nswmentalhealthcommission.com.au

This report was produced in-house by Commission staff.

ISSN 2202-767X (print)

ISSN 2203-1316 (online)

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T 02 9859 5200F 02 9859 5251

E [email protected] www.nswmentalhealthcommission.com.au