sunshine coast health foundation annual report … annual report...2015/09/16 · fundraising...

© Sunshine Coast Health Foundation 2016 1

Sunshine Coast Health Foundation

Annual Report

2015 - 2016

ISSN: 1838-5079


Table of contents

Chairman’s Report Page 3

About Wishlist Page 5

Government’s Objectives Page 6-17

Our Board of Directors Page 19-20

Our Team & Committees 1- 24

Events Page 24

Grant & Fund Distribution Page 25-27

Glossary Page 28

Summary of Financial Performance Page 29

Letter of Compliance Page 30

Compliance Checklist Page 31-32

Financial Statements Page 33 onwards

Independent Auditors Report Page 18 (Financial statements)

Public availability

This report is available in paper form and online. To obtain a paper copy or copies, please forward your request to our

office, details provided below. The online version of this report and previous years’ annual reports can be found at

http://www.wishlist.org.au/AboutUs/AnnualReportStrategicPlan-143/

Additional required information for this report is located through the Queensland Government Open Data website

(www.qld.gov.au/data)

Information systems and recordkeeping compliance

Information systems, privacy policy and recordkeeping compliance are in accordance with Wishlist’s Financial

Management Practice Manual that references guidelines of the State of Queensland.

Information Licensing

This annual report is licensed by the State of Queensland (Health Department) under a Creative Commons Attribution

(CC BY) 4.0 International licence.

In essence, you are free to copy, communicate and adapt this annual report as long as you attribute the work to the

State of Queensland (Health Department).

Further information on Wishlist’s recordkeeping and storage of personal information is available at

http://www.wishlist.org.au/ContactUs/PrivacyPolicy-123/

Wishlist complies with the Queensland State Archives General Retention and Disposal Schedule for Public Records.

For further information about this document or Wishlist contact:

Lisa Rowe

Chief Executive Officer

Wishlist

PO Box 2610

Nambour West Qld 4560

Ph: 07 5470 6598 Fax: 07 5470 6362

Email: [email protected]

Web: www.wishlist.org.au

The Queensland Government is committed to providing accessible services to Queenslanders from all

culturally and linguistically diverse backgrounds. If you have difficulty in understanding the annual

report, you can contact us on (07) 5470 6598 and we will arrange an interpreter to effectively

communicate the report to you.


Chairman’s Report

To all supporters I’m very proud to say that the Sunshine Coast Health Foundation (known as

Wishlist) increased its’ spend by 28% on last year to direct a record $1,713,115 to the needs of the

Sunshine Coast Hospital and Health Service (SCHHS). Of the $1,713,115, 27.7% ($474,738) was

committed to research, part of which included the inaugural Research Higher Degree grant round

totalling $227,580.

Our largest spend was in the area of service support which included a $516,586 spend towards our

three year $1.4m pledge to grow the Child Development Service. Also under this banner of

support is our commitment to Music and Distractive Therapy in the Children’s Ward, Dementia

Unit, Glenbrook House Aged Care Facility and Dove Palliative Care Unit at Caloundra Hospital.

We’re very pleased to announce that the cost of the 20 hour per week Music Therapist position,

funded by Wishlist for the Children’s Ward for six years will now be met by the Sunshine Coast

Hospital and Health Service.

Total fundraising income was up 7.86% this year to $1,801,535.

95% of funds raised this year have been dedicated by the donor or fundraiser to the needs of

specific hospitals, wards or areas of health (e.g. local cancer or paediatric services) or will be held

by Wishlist in trust accounts for purchases yet to be determined.

Event income comprised 40% of total fundraising income and general donations increased by 3%

on last year. The cost of fundraising was 31% of total fundraising income.

The cost of operating our operation comprised 24% of total income, with employee expenses

growing only slightly to 14.8% of our total income of $3,222,025.

Since 2000 the Sunshine Coast Health Foundation (Wishlist) has directed $1.20 for every $1 of net

fundraising income to the needs of the Sunshine Coast Hospital and Health Service, a total of

$14,457,602.

Our corporate partnership programme generated $106,643 in sponsorship fees and commissions

on sales of goods and services to Health employees. Our alliances with local business offer more

than financial benefits to Wishlist, as all partners work towards forging long-term relationships

with Health employees on a mutually beneficial basis. Commission payments on Health staff

transactions are directed to the Health4Life programme that benefits the entire Health Service

through healthy lifestyle initiatives.

I sincerely thank Wishlist alliance partners Sunshine Toyota, Ausmar Group, BOQ Mooloolaba,

Wealthmed, Butler McDermott, Condon Treasure and Sunshine Coast Radiology for their ongoing

support of our organisation and, in doing so, supporting the Sunshine Coast community.

I make special mention of the role the Ausmar Group played in raising $292,692 for paediatric

needs through The House the Coast Built. The third charity home project for Wishlist and the

second project coordinated by Ausmar Homes again rallied the Coast community like no other

project ever has. To say we are grateful to have these generous and professional men and women

on our team is an understatement. The Sunshine Coast is the clear winner in this partnership.


Also continuing their commitment to Sunshine Coast families in a real and generous way is the

Wishlist Board of Directors, for which I sincerely thank each member. Many of these amazing

individuals have served on the board for more than 10 years and all are volunteers. Over and

above the hours committed to governance I thank Kym Chomley for her support of the Wishlist

team and for filling in as Deputy Chair as needed, Lisa Aitken for providing generous pro-bono

support to Wishlist’s employee arrangements and contracts, Jenny Madden for her work with the

Wishlist team on grant writing and all board members for the many hours each year directed to

the cause. Cos Schuh’s work with the Gympie community has been instrumental in the success of

the inaugural Wishlist Jazz and Wine Festival and the delivery of a BiPap monitor to Gympie

Hospital.

Jason Ward stood down in June after six years of devoted service and I thank him for his valuable

input into the marketing and overall strategic direction of our organisation during that time.

I warmly welcome newly appointed members John Williams and Trudy Fitzgerald to the team and

look forward to working with you both.

Wishlist has a wonderful relationship with the Health Service we support, in large part thanks to

the respect afforded our organisation by Health Service CEO Kevin Hegarty, and the Sunshine

Coast Hospital and Health Board. The Board of Wishlist acknowledges that we’re in the position

to effect such positive change to local health services because our community supports our work

so generously, as does our Health Service. I thank Kev, outgoing Health Board Chair Paul Thomas,

current Chair Lorraine Ferguson and all members of the Sunshine Coast Hospital and Health Board

for the vital role you play in Wishlist’s work.

Peter Boyce of Butler McDermott lawyers is another highly valued member of the Wishlist team.

Our organisation has been greatly influenced by his legal counsel, business acumen and

philanthropic vision for more than 10 years. I thank Peter for the countless hours of each he has

provided yet again this year to the Wishlist team.

The long-awaited Sunshine Coast University Hospital (SCUH) opens in April next year and by then

the Wishlist team will have relocated to their new premises onsite at Birtinya. As the move

approaches in January an air of excitement builds in this community, and in the “donger” that has

been the home of Wishlist for nearly 17 years.

In the exciting year ahead Wishlist will continue to grow our investment in local research projects

and explore a number of new service support initiatives that will help local families needing care

at the SCUH and all campuses of the SCHHS.

I thank everyone who has played a part in Wishlist’s work this year and hope that support

continues for years to come.

Mike Kelly

Chairman


About Wishlist

The Sunshine Coast Health Foundation (Wishlist) is a statutory body incorporated under the Hospital

Foundations Act 1982 (Qld) on 22 January 1998. Based in a demountable on the Nambour General Hospital

campus, the role of Wishlist is to provide fundraising support to Nambour, Caloundra, Maleny and Gympie

public hospitals along with local ancillary health services and promote healthy lifestyle initiatives in our

community.

As a statutory body Wishlist is subject to the provisions of the Financial Accountability Act 2009 and

subordinate legislation. Wishlist is audited annually by external auditors, this year our auditors are Focus

PG. In accordance with section 30 A of the Auditor General Act 2009 Wishlist has been approved for

exemption from audit by the Auditor General for year ending June 2016.

Wishlist is endorsed by the Australian Taxation Office as a Deductible Gift Recipient (a Health Promotion

Charity) and an Income Tax Exempt Charity under the Income Tax Assessment Act 1997. Wishlist is also

endorsed for GST (Goods and Services Tax) concessions under a New Tax System (Goods and Services Tax)

Act 1999 (Cth) and it is exempted under the Fringe Benefits Tax Assessment Act 1986 (Cth).

Agency Objectives and Performance Indicators

Our vision, expressed in our reviewed Strategic Plan for 2014-2018, is to create a healthier Sunshine Coast

community with access to the best medical services, equipment, research and advice. To achieve this goal

we are working in partnership with the Sunshine Coast Hospital and Health Service and the Sunshine Coast

community to promote healthy living and to empower and revitalise frontline staff and infrastructure by

enhancing services through the provision of medical equipment, service support, education and research in

line with local priorities.

These ambitions are entirely consistent with the Queensland Government’s broad objectives for the

community.

Our Mission

To work in partnership with the

Sunshine Coast Hospital and

Health Service (SCHHS) and the

Sunshine Coast community to

promote healthy living, empower

and revitalise frontline staff and

infrastructure by enhancing

services through the provision of

medical equipment, service

support, education and research

in line with local priorities.

Our Vision

To create a healthier Sunshine

Coast community with access to

the best medical services,

equipment, research and advice.

Our Values

Wishlist will seek to achieve its’

mission with integrity,

compassion and respect as a

locally focused, professional and

innovative Sunshine Coast charity.


Objectives and Performance Indicators Consistent with Wishlist’s 2014-2018 Strategic Plan

QLD GOVERNMENT OBJECTIVE – Delivering Quality Frontline Services

WISHLIST OBJECTIVE

1. Strengthening our public health system by increasing funds directed to equipment, education,

research needs & the support of services

Strategy: Through regular funding round Wishlist empowers frontline health staff to deliver

initiatives that help provide the best possible health care for local families.

Hospital Foundations across the state play an important role in enabling staff and patients to identify

improvements in local health care.

A record $1.7m was directed to the funding of medical equipment, research, education and service support

initiatives this year.

A rigorous funding round process sees applications submitted by frontline health staff for support needed

to enhance patient care in their areas. A record number of applications for funding were also received by

Wishlist this year.

Wishlist also directs funds each year to maintaining our twenty room accommodation facility Reed Charity

House, supporting disadvantaged Queenslanders relying on the services of Nambour Hospital or there to

support loved ones during a time of crisis. The Australian Red Cross manages the facility on our behalf

ensuring comfortable and affordable accommodation is available to those in need.

Wishlist Coffee House at Gympie Hospital celebrated three years in operation this year and has made a

total net profit of more than $158,000 . Every dollar has been invested back into Gympie Hospital for

essential equipment to enhance the service and work towards helping patients to stay in their home town

for treatment. This year gross revenue from the Wishlist Coffee House increased from $213,753 to

$224,572, an increase of just over 5%.

As a member of the Fundraising Institute of Australia (FIA), Wishlist adheres to the FIA Code of Ethics and

Professional Conduct and the Ethical Principles and standards of Fundraising Practice implemented by the

organisation.

As a member of the

KPI: Develop new ways to promote Wishlist and funding process to staff of the Sunshine

Coast Hospital & Health Service (SCHHS) - evidence of two per quarter

Wishlist receives support from people from all walks of life and very importantly, from the staff of the

SCHHS. A considerable focus is placed on engaging these staff from early on in their employment in a bid

to grow a team of advocates and ambassadors who fully understand the scope and core business of

Wishlist.

Upon commencing a new role within the Hospital and Health Service, staff receive a Welcome to the

Sunshine Coast Hospital and Health Service Kit which includes literature explaining the work of Wishlist and

providing an introduction to our network of corporate partners who are aligned to our charity due to

having a vested interest in providing exclusive offers and services to staff.

Wishlist accepts every opportunity to promote our work and funding information to employees of the our

local Health Service, appearing at monthly Executive Leadership Team Meet and Greet sessions, Nursing


and Midwifery forums and presenting to teams within the SCHHS on a regular basis. Maintaining our brand

awareness, marketing our work and key events, and securing ongoing internal publicity to reach out to the

SCHHS community remains a key part of our day to day tasks. Through continued face to face education

with staff, our goal is to build a trusted brand within the Hospital and Health Service that is a very powerful

means of addressing the needs of patients and their families on the Sunshine Coast.

Through the all-staff e-newsletter which is distributed weekly, we ensure that the staff of the SCHHS are

abreast of our activities, events, funding opportunities, equipment presentations and latest news.

In addition to our weekly communication, Wishlist corporate partners are also offered monthly or quarterly

independent communications via email to the entire SCHHS database – providing exclusive offers such as

easy and discounted accounting and financial advice, assistance when purchasing a new vehicle or building

a new home, and preparing Wills and other legal advice. Wishlist has also involved our corporate partners

in ‘Pop Up Shops’ on site at the Hospitals which have created easier access for our sometimes time-poor

SCHHS to obtain important information that affects their lives and futures.

Wishlist regularly contributes to the Sunshine Coast Hospital and Health Service monthly communication,

SCOOP, by providing articles to the Communications Team which feature staff of the SCHHS who have

participated in events and activities. These articles also offer information on upcoming and current funding

opportunities

Many Health staff also subscribe to Wishlist’s quarterly newsletter, The Daisy Chain. The quarterly

publication is also printed and distributed to more than 5000 supporters within Wishlist’s network. The

newsletter features engaging stories especially targeted to a wider community audience. It includes patient

stories, messages from frontline health staff, logos of foundation sponsors, upcoming events and funded

research components.

All Wishlist communications including direct mail and social media adheres the Standards of Fundraising

Practice established by the national peak body representing fundraising in Australia, the Fundraising

Institute of Australia.

Strategy: Collaborate with the SCHHS to ensure funding is directed to priority needs and those

beyond the scope of SCHHS responsibility

KPI: Project and Funding Management Committee report to show rigour of funding approval

process

Through quarterly funding rounds Wishlist empowers frontline health staff to apply for support of

initiatives that help provide the best possible health care for local families.

Wishlist’s rigorous application process was carefully adhered to in the 2015-2016 financial year in order to

ensure all funds spent went to priority needs approved by the Health Service. This process also gave the

community reassurance that their donations were directed to items that made the biggest positive impact.

Following written approval from the SCHHS Executive Director Clinical Services (EDCS), the Wishlist Project

and Funding Management Committee reviewed all approved applications and made recommendations to

the Wishlist Board. The Wishlist Board approve all applications for equipment worth more than $10,000.

Applications were assessed and priority given to those meeting the 2015 -2016 Forward Focus ‘HEAL’

(Holistic, Enhanced Experience, Attracting, Leading).

Once approved by the Wishlist Board, Wishlist either funded the item immediately or placed it on the “wish

list” in order for a funding source to be identified.


In 2015 the Terms of Reference related to the Project and Funding Management Committee were revised

slightly and advisors invited to attend relevant committee meetings. The Executive Director Clinical

Services attends each meeting where a project round is assessed to answer questions relating to endorsed

applications for funding support.

Strategy: Regularly provide information to the community on healthy lifestyle initiatives, with a

view to preventing/controlling disease.

As a Health Promotion Charity a large part of the Wishlist focus is to keep our community well and out of

the hospital system.

Run Sunshine Coast, the Wishlist Row for Cancer and fundraising events such as charity golf days all

promote the benefits to keeping active as a key message to supporters.

Our team attends monthly meetings with the SCHHS Health4Life working group whose aim is to develop an

holistic wellness program for over 5,000 staff on the Sunshine Coast. By building social capacity and

offering staff opportunities to take part in healthy activities, the Health4Life program recognises that good

health and wellbeing covers many dimensions including physical, social, work, mental, family, spiritual, and

financial, and our activities within this group reflect this diversity. Such activities have included yoga

sessions run at a discounted rate close to campuses at Nambour, Caloundra and Gympie Hospitals and

onsite massage sessions.

A recent upgrade to vending machines at Nambour and Gympie Hospital resulted in the decision by

Wishlist to direct vending machine commissions to the Health4Life programme, providing a revenue stream

for initiatives such as Emotional Resilience Training and diet and nutrition information sessions.

Other activities under the Health4Life banner included a ‘Green Afternoon Tea’ for Diabetes Week,

massages at Nambour Hospital and yoga.

Wishlist directed $14,680 to set up a gym and basketball court for the Janelle Killick Mental Health Facility

at Mountain Creek, to help the mental health patients in this transitional facility keep active.

Much of our research investment was also focused on projects focused on preventing or controlling Disease

(see page 24).

Wishlist’s emergency accommodation centre, Reed Charity House is managed by the Australian Red Cross.

Red Cross is converting Accommodation Centres under their management across the state to Wellbeing

Centres and introducing a range of support services to assist patients of the SCHHS and their families to

better cope with the challenges of illness and injury while staying at the facility.

All promotion of Wishlist activities adheres to the Standards of Fundraising Practice established by the

national peak body representing fundraising in Australia, the Fundraising Institute of Australia.

KPI Demonstrate 8 examples each year of healthy lifestyle funding or promotion

Wishlist has organised many health lifestyle activities including:

Healthy Vending Machines

Wishlist recently conducted an audit and upgrade of vending machines across Nambour, Caloundra and

Gympie Hospitals. In June this year, 11 healthy vending machines were installed at Nambour General

Hospital to give patients and health staff a 24-hour option to access healthy snacks, salads and meals. All

Real Food vending machines pay 5% of gross sales back to Wishlist while Robinson vending machines pay

20% commission to the foundation. Two vending machines were installed at Gympie Hospital with 20%

commission going to Wishlist. The All Real Foods vending machine obtained a great deal of media interest


including stories in the Sunshine Coast Daily, ABC, WIN TV and Seven News and Coast FM Radio. The fresh

food vending machine is the first of its kind to be installed on the Sunshine Coast and hospital staff queue

daily for the fresh salads and other meals stocked fresh daily.

Continue support of SCkoping Camps for at-risk youth

The Sunshine Coast Koping Program offers support and strengths-based early intervention for children in

families experiencing parental or sibling mental illness or drug/alcohol programs. The resiliency skills and

other social-emotional benefits participants gain through the SCKoping Program have the effect of

strengthening their ability to negotiate the special circumstances in which they live. Wishlist provides

funding each year towards the SCKoping Program, providing support for vulnerable children and teenagers.

Yoga classes for the SCHHS

Wishlist offers Yoga classes at Caloundra, Nambour and Gympie for staff of the SCHHS. Yoga is provided to

staff through an eight- week reduced-fee program. Yoga in Nambour has been running for over 3 years with

staff taking part in the courses. Gympie and Caloundra commenced in 2015 but poor numbers have since

seen the classes cease.

Wishlist Row for Cancer

The Wishlist Row for Cancer is unique in attracting both novice and experienced participants to get

outdoors and enjoy a healthy day of physical activity on the water. The event encourages participants to

work together in a team to achieve results. The event welcomes people of any age, experience or ability.

The Wishlist Row for Cancer is a highly publicised event which features extensive media coverage and

promotes healthy living in the wider community. This year, a record number of 30 corporate outrigger

teams were registered for the 10th Annual Wishlist Row for Cancer which raised $21,096 to support the

growth and needs of the Sunshine Coast Cancer Centre.

Nambour Hospital’s new Wellness Garden

Nambour Hospital’s new Wellness Garden was completed in September 2015 and has created a

therapeutic environment for patients, their families, visitors and staff. The Garden provides a space for the

community to enjoy a peaceful retreat outside of the usual hospital room or ward. Wishlist contributed

$30,000 to the construction of this relaxing space.

Pop Up Shops

Wishlist has invited our corporate partners such as BOQ Mooloolaba, Butler McDermott Lawyers and

Condon Treasure Chartered Accountants to set up a display within Nambour Hospital and conduct 15

minute appointments with SCHHS staff during their breaks. The aim of the Pop-up Shops is to provide

easier access to these services for staff, and help address financial concerns highlighted as one of three

main health concerns among employees in the 2011 Healthy Workplace survey conducted by the SCHHS.

Juvenile Diabetes Camps

Wishlist continues to support the Coast’s juvenile diabetes programs including twice-yearly events for

adolescents and young people with Type 1 diabetes. The program gives local young people with the disease

the opportunity for peer networking and telling their stories along with the chance to meet famous guest

speakers who share their experiences. Doctors are also made available to attend sessions to inform the

group about latest research and advances in technology. Additionally, Wishlist funds the SCHHS annual

diabetes camps which provide invaluable support to local kids living with the disease. Camp Diabetes is

about having fun while making a real difference to children and adolescents living with Type 1 diabetes.

Strategy: Each year achieve a minimum $1million spend on equipment, service support, research

and education

KPI Demonstrate ability to grow commitment to SCHHS by 5% each year


Wishlist works in close partnership with the Sunshine Coast Hospital and Health Service (SCHHS) and the

local community to fundraise for priority needs and provide medical equipment, service support, education

and research for the benefit of local families.

Promoting healthy living, empowering frontline staff and enhancing infrastructure and services are

Wishlist’s top priorities. This year Wishlist directed $1,713,115 to fulfilling this strategic objective by

supporting the needs of the SCHHS.

Service Support was the highest spend this year at $899,438 followed by $294,906 for equipment

purchases, $474,738 for local research projects and $44,033 for the education of staff. This spend reflects

an 8.3% increase in spend from last year. Details of key items funded can be found on Page 25.

Strategy: Research to be at least 30% of spend on needs of SCHHS

KPI: Develop strategies to assist the SCHHS effectively fund and manage local research

projects.

Wishlist approved $474,737 to local research projects this year of which included the inaugural Research

Higher Degree grant round totalling $227,580. This equated to approximately 24% of the actual spend on

needs identified by the SCHHS. Projects funded are detailed on page 25.

Wishlist has worked closely with the SCHHS Research Committee throughout the last year to provide

governance for the Wishlist Research Grant Scheme that is effective and fair to all SCHHS researchers.

The Wishlist Research Grant Scheme was co-managed by Wishlist and the SCHHS Research Committee.

Under this arrangement, the Research Committee was responsible for overseeing the application and

review process, providing recommendations relating to potentially successful applications, and managing

reporting requirements while Wishlist managed the agreements and payments for successful grants.

Wishlist was impressed by the quality of research applications received in 2015-2016 and excited about

what these projects will deliver to the Sunshine Coast. All successful applicants’ projects were required to

have a direct relevance to the SCHHS’ strategic direction and an impact at a local level on service delivery

and patient care.

Strategy: Reserve to be established to ensure sustainability of the organisation.

KPI $50,000 per year from operational income to be held as reserve

$50,000 in operational revenue was set aside by Wishlist in the 2015-2016 financial year.

Strategy: Monitor risk and ensure adequate management controls and reporting procedures,

ensuring the board operates in a transparent and accountable environment.

KPI Finance, Audit and Risk Management (FARM) Committee reports to Board bi-monthly

The role of the FARM, and all Wishlist sub-committees is outlined on page 20.

Wishlist was included in the SCHHS Internal Audit programme in the 2015-2016 financial year at the

request of the Wishlist FARM committee. Findings were approved by the FARM committee at the

December meeting.


QLD GOVERNMENT OBJECTIVE - Creating jobs and a diverse economy

WISHLIST OBJECTIVE

a) Stimulating economic growth and innovation and

b) building regions through Wishlist diversifying revenue streams

Strategy: Evaluate opportunities for investment in land/space/enterprise in or near the Sunshine

Coast Public University Hospital (SCUH) to sustain Wishlist’s increased spend on the needs

of the Health Service and also serve to meet the needs of the SCHHS

Wishlist considered a submission of interest in the call for parties to manage the proposed

accommodation facility on the campus of SCUH however considered not to be an option for Wishlist at

this time.

A number of other commercial ventures are being considered for Nambour Hospital and in the vicinity

of SCUH at Birtinya.

KPI: Evidence to be shown of annual attempt to secure additional revenue stream

Wishlist is fortunate to have operational costs sustained by the profits of parking at Nambour Hospital

however, we continue to maintain and grow a diversified income stream.

With an increased annual spend on the needs of the SCHHS each year, and a greater focus on local

research investment the diversification and growth of revenue streams, and the increasingly efficient

management of Wishlist assets, has become a key priority in Wishlist’s growth strategy.

Commercial activities include, but are not limited to management of the car park at Nambour Hospital,

Wishlist Coffee House at Gympie Hospital, ATM and Vending Services and Wishlist’s corporate

partnerships.

KPI: Wishlist Coffee House to show 5% annual increase to revenue

Revenue from the Wishlist Coffee House increased from $213,753 last year to $224,572 this year, an

increase of just over 5%.

Strategy: Increase fundraising income through the implementation of strategies to include:

a) A bequest strategy

b) An event management strategy

c) Increase to grant income

d) Increase to corporate supporters base

e) Increase to supporters of Workplace and Regular Giving Workplace

f) Effective articulation to local community of the benefits of investing in research and

education and service development initiatives such as the growth of the Child

Development Service and Music Therapy

KPI: a) Implement a bequest strategy including building relationships with lawyers and estate

planners

Wishlist has partnered with Butler McDermott Lawyers and Wealthmed in order to further promote our

bequest program and process for completing a Will. Butler McDermott Lawyers offer supporters of Wishlist

(including SCHHS staff) a free will service.


Over the coming 12 months, Wishlist will implement a bequest strategy including the development of a

bequest brochure to promote to the wider community.

Wealthmed has made a commitment to Wishlist through their freshly negotiated ‘Corporate Partner

Agreement’ to introduce a bequest package as part of the services offered to their clientele. This package

will promote Wishlist to the Sunshine Coast Community and established Wealthmed clients.

Bequests received in the 2015-2016 year totalled $41,586. All bequests received by Wishlist are directed to

the area of need as requested by the donor.

b) Event Management Strategy

Wishlist’s Event Management Strategy complies with the Standard of Events Fundraising Practice

established by the FIA, the national peak body representing fundraising in Australia.

An Event Organising Committee Charter, event resource overview and Wishlist Event Policy has been

drafted and presented to the Board this year for approval. Further discussion is to occur on the Charter

and Policy prior to approval.

c) 8 grants (min $35,000 each) to be applied for each year

Grants Received

We have applied for 11 grants this financial year, three of which have been successful and the results of

two remain outstanding.

Grants received this financial year include $3,500.00 from the Queensland Community Foundation to

extend our commitment to Diversional Therapy at Dove Palliative Care and $10,000 from Westpac to

extend our commitment to SCkoping Camps. Our application for $10,000 to the Lord Mayor’s Charitable

Foundation (Eldon & Anne Foote Trust) for our Waterlife event has also been successful, with grant funding

yet to be remitted.

All Wishlist grant funding activity adheres to the Standards of Fundraising Practice, specifically the Standard

of Grants Fundraising Practice, established by the national peak body representing fundraising in Australia,

the Fundraising Institute of Australia.

c) 1 additional corporate supporter each year

Corporate partnerships are one of Wishlist’s vital revenue streams and we value and acknowledge our past

and present partners, who generously enable us to take more steps in the right direction for people on the

Sunshine Coast.

Each year our goal is to introduce a new corporate supporter to the Wishlist family, however this year

we’ve not achieved that goal. The partnerships in place with our Sunshine Toyota, BOQ Mooloolaba,

Ausmar Group, Wealthmed and Condon Treasure prove to be increasingly successful for all parties. We

also acknowledge the valuable support of our media partners, 92.7 Mix FM and Sunshine Coast Daily and

our pro-bono partners, Butler McDermott Lawyers and Sound Images.

Wishlist is committed to creating opportunities to engage with new businesses on the Sunshine Coast to

both work to keep operational costs down but also work to boost revenue through sponsorship fees and

commissions paid.


d) 3 new businesses committed to Workplace Giving each year

This target was not achieved although Westpac’s Workplace Giving programme produced a $1,700 gift

to Wishlist in March this year. The team at Go Transit also announced their support of Wishlist

through a Workplace Giving initiative commencing this year.

Wishlist adheres to the FIA Standard for Workplace Giving.

e) Minimum 6 stories in local media each year in relation to Wishlist’s research

investment and how it directly benefits local families. Report to Board quarterly on

supporter presentations related to research.

Wishlist maintains valued relationships with our media partners who enable us to regularly

communicate with the wider community via radio, television and print media. Over the past 12

months, we have secured well over 5 stories on Wishlist’s research investment throughout the various

media outlets. Some of the articles include:

‘Wishes really do come true’ in the Life and Style Weekend lift-out within the Sunshine Coast Daily on

August 22, 2015. The page 7 full-page story highlighted Wishlist’s annual investment in local research

projects, supporting the needs of Sunshine Coast families.

‘Rowing to defeat cancer’ in August 2015 in the Sunshine Coast Daily mentions the annual Row for

Cancer event which raises funds to progress vital areas of research.

A story was covered in local media on the announcement of Wishlist’s 2015 research grants at the

SCHHS Research Day in October 2015. The Sunshine Coast Daily also wrote an article in May 2016

about Wishlist’s $227,580 spend on the inaugural Wishlist Research Higher Degree Scholarships.

f) Strategy to educate schools on Wishlist activity to be developed

Over the coming financial year, Wishlist will develop and deliver a strategy to local schools in order to

better engage students, teachers and parents on the work of our Foundation and ways that everyone

can get involved. Wishlist is committed to growing our relationships with schools on the Sunshine

Coast through exploring opportunities to speak at assemblies and other events, implementing school

fundraising events and taking part in community engagement activities such as fetes, expos and open

days. Our goal is to increase contacts in our database and maintain continuous communication with

the schools involved through emails, school newsletters and social media.

QLD GOVERNMENT OBJECTIVE – Building safe, Caring and Connected Communities

WISHLIST OBJECTIVE - Building regions and encouraging inclusive communities by developing

collaborative partnerships with key stakeholders.

Wishlist has a number of collaborative partnerships in place with local business and the community sector.

Our collaboration with the Australian Red Cross sees the organisation manage our twenty room emergency

accommodation facility, Reed Charity House. The facility adjoins the Nambour Hospital campus and serves

to comfortably and affordably meet the needs of patients of Nambour Hospital and their families.

Strategy: Ensure Wishlist has effective communication strategy (to promote increased focus on

education and research) to reach stakeholders, and to develop relationships with all

stakeholders including:

a) SCHHS Staff

b) Hospital patients

c) Corporate partners


d) Fundraising committees

e) General donors

f) Sunshine Coast Community overall

Effective sponsorship development strategy to grow alliance partnerships each year

Develop relationship with Sunshine Coast Health Institute (SCHI) and its stakeholders

including University of the Sunshine Coast

Build a greater presence in Gympie

KPI Measure brand awareness every second year and achieve 100% recognition levels by

SCHH staff, 25% patients, 10% community recognition (increase from Branding Audit

November 2013)

In 2015, Wishlist conducted our second biennial brand audit through market research company

Footprints. The research was conducted via a quantitative online survey with a sample of 200 Sunshine

Coast residents (extending from Caloundra to Gympie, including coastal and hinterland areas). Key

results of the survey showed that once prompted, 55% of residents claim to have heard of Wishlist

which is a positive increase of 10% prompted awareness for Wishlist compared to the previous survey

conducted in 2013.

The survey also showed that there is a clear need for Sunshine Coast residents to know more about

Wishlist before they will consider supporting it ie. There is a need to build not only awareness but an

understanding of what our charity does.

An element of the 2015 brand audit was to survey SCHHS staff to gain internal recognition of our

brand value and definition. The survey of 116 staff showed that 98% when prompted are aware of

Wishlist and that staff have a high level of claimed knowledge about the organisation with 82% stating

they have at least some knowledge and a clear understanding of the purpose of the organisation.

Wishlist has been proactive in the Gympie region over the past 12 months with a number of

promotions conducted related to the Wishlist Coffee House at Gympie Hospital. Media was generated

calling for volunteers to support the work of the Coffee House, creating increased awareness of the

Wishlist brand within the Gympie community. Further opportunities are being sourced to take part in

Gympie events and activities in order to grow recognition of our brand throughout the local region

including the inaugural Wishlist Jazz and Wine Festival in August 2016.

Increasing Wishlist’s social media reach is also a top priority in relation to brand awareness. Through

regular Facebook advertising campaigns, engaging posts and networking on relevant pages, Wishlist

has increased the number of followers from around 2000 Facebook “fans” to more than 3200. Wishlist

is also tapping into Twitter, Instagram and LinkedIn to increase our supporter base.

KPI Identify and lobby key stakeholders of SCUH

Discussions have been ongoing with Exemplar and Lend Lease in relation to the fit-out of SCUH family

room and parents retreat. With Exemplar and Lend Lease coming on board as sponsors for the 2015

Wishlist Spring Carnival, the funds raised will be directed to providing and sustaining the most ideal

environment for families to relax and retreat from the clinical environment of the children’s ward

while still being in close proximity to their bed-bound child.

The fit-out of this space and that of the Special Care Nursery parents rooms, was not included in the

scope of work for the new hospital so we’d like to ensure these rooms are fitted out as creatively and

comfortably as the Health Service and Wishlist can accommodate.

Wishlist has held a range of discussions with representatives from Lend Lease and Exemplar on

community engagement activities related to SCUH such as the car park launch and engaging


contractors on-site in fundraising activity for the local hospital foundation. We are also proposing to

organise a Gala Black Tie Ball to be held at the time the hospital is commissioned at SCUH similar to

that organised by the Gold Coast Hospital Foundation at the Gold Coast University Hospital prior to

opening.

Wishlist is also working to further grow a relationship with the University of the Sunshine Coast. As

sponsors of Run Sunshine Coast, Wishlist has been able to identify key contacts within USC and inform

them of our work and goals. Wishlist also partnered with USC in 2014 to provide a research grant

opportunity each year for two years.

KPI Develop hospital communications plan and “Grateful Patients’ kit, and engage

champions in key areas of SCHHS including Gympie

Wishlist continues to engage the SCHHS at every opportunity and appreciates the ongoing support

that we receive from staff within the Service. The production of our Doctors DVD continues to be aired

which includes testimonials from a number of staff of the SCHHS attesting to the work of Wishlist.

Wishlist often engages staff within the SCHHS who assist us in coordinating tours for our donors who

have contributed to the purchase of a project or new equipment. These champion staff members also

regularly make themselves available for media opportunities to promote items we have recently

funded or upcoming projects.

Recently, two Doctors attended the Ladies Luncheon in June as part of Mix FMs Give Me 5 for Kids

appeal. Both doctors were ‘raffled’ to tables of ladies within the room for an afternoon of great food,

conversation and fundraising. In total, Mix FMs Give Me 5 for Kids appeal raised over $373,822 to

benefit paediatric needs within our local hospitals.

A number of staff recently purchased vehicles from our Alliance Partners, Sunshine Toyota. Wishlist

not only receives a yearly sponsorship contribution from Sunshine Toyota, but for every vehicle sold to

employees of the Health Service, Wishlist receives $250 commission. The total commission received

from Sunshine Toyota this year was $3,409.05.

Wishlist maintains a strong relationship with the Sunshine Coast Junior Doctors Society by hosting a

number of events throughout the year that provide social and bonding opportunities for this team.

Wishlist works closely with the President of the Society to ensure optimal promotion of these events

along with the Wishlist brand throughout the year.

Through regular communication with the SCHHS including e-newsletters, corporate offers, articles in

various mediums across the Health Service, the Welcome to the Sunshine coast Hospital and Health

Service kit, presenting at ELT Meet and Greet sessions, Nursing and Midwifery forums, and individual

teams on a regular basis over morning or afternoon tea, Wishlist is able to regularly communicate our

messages to ensure that staff of the SCHHS are up to date with the work of our Foundation and are

able to help us to promote our messages in the wider community.

KPI Establish fundraising committees in Gympie region

In order to increase awareness of Wishlist in Gympie, Wishlist has continued to build relationships with

key stakeholders and local representatives. Wishlist has plans to host a Jazz and Wine festival in

August 2016 to raise funds for much needed equipment at Gympie Hospital.

KPI 8 examples of Health Promotion Activity in local media each year

Wishlist endeavours to submit media releases on a weekly basis to radio, print and television in order

to gain publicity. Over 84 media articles have been released incorporating stories including Run


Sunshine Coast, Mix FM’s Give Me 5 For Kids, Wishlist Research and Project Grants and other events

throughout the year.

Wishlist is endeavouring to work more closely with the SCHHS Communications team to ensure that

there is regular cross promotion between the Hospital and Health Service and the work of Wishlist.

KPI Marketing strategy to show regular bimonthly newsletter, increase to social media

activity, direct mail programme

Wishlist strives to make the best use of new technology and communication to ensure better access to

information and resources about the SCHHS.

Online marketing has become a large component of our work with greater time now spent focussing

on social media, our website and online newsletters.

We have set new targets for the use of social media including Facebook, LinkedIn, Twitter and our

website in attempt to increase our supporter base through these channels with marketing campaigns

and information that integrate our audience with the work of our Foundation.

Through online marketing, we have the ability to reach a wider and boarder demographic of audience

across the Sunshine Coast.

Wishlist has commenced the distribution of a quarterly community newsletter – The Daisy Chain which

is currently circulated to 5000 supporters. The hardcopy newsletter contains information about our

current wish list along with donor profiles, event information and latest funding provisions. Another

3000 copies are sent electronically.

KPI Annual report on corporate partner satisfaction provided to Board

Wishlist’s partnerships with local business benefit the community both financially and as an example

of proactive community engagement.

As well as being a vital revenue stream Wishlist works with each partner to educate their staff on the

work of the local hospital foundation and engage them in volunteering activities and regular giving.

Our team meets regularly with our corporate partners to discuss the positives and challenges

associated with the partnership and work on ways to constantly improve our work together.

In 2015, the first of our Corporate Partner Workshop was held, which invited our partners to a round-

table discussion on why they are involved with Wishlist, how our partners can integrate and provide

joint offers and opportunities, and what Wishlist can do better to improve the sponsor experience.

These meetings have continued throughout the year and continue to provide a forum for honest and

robust discussion about the health of the corporate partnerships and the benefits to all parties

involved.

Our relationships with corporate partners continue to strengthen and evolve. We have been very

focused on streamlining communications from our partners to health staff and other stakeholders (as

appropriate), to ensure we meet our agreed commitments as efficiently as possible.

Our focus moving-forward, is to expand our corporate partner network with more organisations with

the same corporate values as Wishlist and our current partners.


QLD GOVERNMENT OBJECTIVE – Delivering Quality Frontline Services

WISHLIST OBJECTIVE - Identify succession plan for board and team

Strategy: Recruit and retain a skilled workforce to support the growing needs and objectives of

Wishlist, i.e. fundraising and event management, marketing, commercial income, health

promotion, grant activity

KPI Staff KPIS to be set and monitored through annual performance appraisals

KPI Learning and development opportunities identified annually through a skills/needs

analysis

KPI Staff have responsibility for specific roles and given opportunity to be innovative

This year Wishlist committed $2,857 to the ongoing training of existing and new staff members and

reports a 91.6% retention rate for all positions.

Annual performance appraisals were conducted on all Wishlist staff except CEO during which learning

and development opportunities were discussed and initiated.

The organisational structure of the Wishlist team has been reviewed in the last twelve months and

minor changes made to the roles of some members of staff.

All new employees of Wishlist are subjected to a rigorous and transparent screening process. Where a

suitable candidate has not been identified the position is advertised via social media and employment

publications such as SEEK.

An application and interview process and appointed via a workplace agreement prepared and

approved by Wishlist Director and Workplace Law Specialist, Lisa Aitken.

Wishlist continued to offer flexible work options and a family-friendly environment to cater to the

changing needs of staff.

Strategy: Develop succession plan for Board

KPI As part of Board reappointment process complete an assessment of Board’s capabilities

and experience to align with strategic objectives of Wishlist.

The Board completed an assessment of the Board’s capabilities and experience, and plans for future

reappointment in September last year, while considering the strategic objectives of Wishlist. The gap in

skill-set and experience left by the departure of Caroline Hutchinson and Jason Ward has been analysed

On the 14th June 2016 the term of all but three board members of Wishlist ended, and in August all but

Jason Ward were reappointed along with new members John Williams and Trudy Fitzgerald.

A Wishlist Board Charter setting out the roles and responsibilities of the board, and specific terms of

appointment was approved at the August 2015 board meeting.

Strategy: Committee structure to be reviewed and refined to meet needs of organisation in

achieving strategic objectives.

KPI Advisors to be invited to board sub-committee meetings for input/advice on

relevant issues and to support succession plan for Board


Wishlist’s sub-committees were reviewed as a result of the May 2015 Strategic Planning day with the scope

of each committee reviewed since.

To further ensure the board operates in a transparent and accountable manner, key stakeholder

attendance at board sub-committee meetings was introduced and will continue as needed. The Executive

Director of Clinical Services attends Project and Funding Management Committee meetings to discuss

priority needs of the SCHHS.

Organisational structure


Our Board

Name Type of

appointment

Date of

appointment -

Term Expiration

Reason for Appointment

Mike Kelly Chairman 22/01/99 -

30/09/18

As Chairman of Wishlist since its inception in 1998 Mike’s “hands

on” approach has driven Wishlist’s strategic operations and

generated the environment in which the Board operates as an

entity in contrast to being a collection of individuals. A tireless

worker for many causes Mike was the Principal of the Northpoint

Ford dealership in Nambour for 20 years and is a well-respected

member of the Sunshine Coast community. His expertise and

experience has taken Wishlist from strength to strength and he

uses his strong ties in the community to open doors to new

fundraising opportunities. Mike is Chair of the Finance, Audit &

Risk Management Committee.

Kym

Chomley

Deputy

Chairman

26/07/07 -

30/09/18

Kym is Director of Quality Lifestyle Alliance Inc and has been

Deputy Chairman since 2009, bringing 25 years’ experience in

Accounting, Human Resource and Business Management. As a

management executive with broad experience in all aspects of

financial management, accounting, IT, training and human

resources and experience in a variety of industries including

professional services, property development and real estate, Kym

provides invaluable advice to the Board through her role on the

Projects Committee.

Cosmo

Schuh

Board

Member

23/11/12 -

23/11/16

Having worked as a Public Accountant in the Gympie and South

East Queensland area for more than 35 years, Cosmo brings audit,

accounting and financial expertise to the team. Cosmo has been

involved extensively in property development and syndication,

financial management, estate planning and strategic management

for small to medium business and his strong business presence

and knowledge of the Gympie region is helping Wishlist establish a

greater presence and network of corporate supporters in Gympie.

Cos is a member of the Finance, Audit & Risk Management

Committee.

Greg Fahey Board

Member

22/01/01 -

23/11/16

As a former Maroochy councillor and mayoral contender, Greg

Fahey’s political experience and contacts has him well-placed to

help raise the profile of Wishlist in the community. Greg is also

well known in local sporting circles including Sunshine Coast Rugby

and as a delegate of the Australian Formula Ford Association. Greg

is an active member of many volunteer organisations and he

represents Wishlist actively at community and business events.

Greg is a member of the Project & Funding Management

Committee.

Kevin

Hegarty

Board

Member

13/04/04 –

30/09/19

Kevin has served in senior positions in Queensland Health since

joining the organisation in 1995. Kevin commenced as District

Manager of the Sunshine Coast Health Service District in

December 2003. Since this time he has been the Chief Executive

in a number of iterations of health district structures and now the

Sunshine Coast Hospital and Health Service.

As Chief Executive, Kevin is accountable for the overall operation

of the organisation and has lead the planning and development of

the Sunshine Coast University Hospital. The $1.8B development

will open in April 2017. He is an Associate Fellow of the Australian

College of Health Service Management and a Member of the

Australian Institute of Company Directors. Kevin is a member of

the Finance, Audit & Risk Management Committee. He ensures

that the relationship between the SCHHS and Wishlist is strong.


Graham

Wilkinson

Board

Member

07/04/06 –

30/09/19

As the Health Service’s Executive Director of Nursing and

Midwifery Services, Graham has over 30 years’ experience working

with Queensland Health and brings his high level of knowledge

and experience with Nursing and Midwifery Services and Health

Management. He has a diverse Résumé of Appointments in

numerous Clinical and Management positions. Graham's

experience as Adjunct Professor of University of the Sunshine

Coast and previous Adjunct Associate Professor appointments at

the Faculty of Nursing and Health at Griffith University and

University of Queensland has helped Wishlist progress its support

for Education, Training and Research. Graham is a member of the

Marketing Committee

Lisa Aitken Board

Member

10/06/10 –

30/09/19

As Managing Partner of Aitken Legal, Lisa’s experience in general

employment law, workplace health and safety and discrimination

along with her wealth of experience gained from working for more

than 15 years in human resources and industrial relations law

means she is perfectly placed to advise Wishlist in the right course

of action in complex situations. Lisa is also known for her support

of various local charities and tireless efforts within the community.

Lisa is a member of the Marketing Committee.

Jason Ward Board

Member

10/06/10 –

13/06/16

(retired)

Jason brings to the Board over 20 years of corporate business

experience in general management, strategic business

development, sales and marketing, sponsorship management,

research, and digital strategy. This expertise and knowledge has

been gained working in the advertising, media, internet, property

development & signage industries with large national and

international organisations. Jason's experience as a local business

owner with his experience in the corporate environment and his

strong local network of business connections is of great benefit to

the Board, particularly to Wishlist's marketing and alliance partner

strategy. Jason chaired the Marketing Committee.

Jenny

Madden

Board

Member

23/11/12 -

30/09/19

Jenny has more than 20 years' experience in the government and

community sectors in the areas of education, health promotion

and research. With a significant history in community engagement

particularly in the areas of drug prevention and public health,

Jenny has extensive experience in a range of community services

within Australia and SE Asia. In addition to her community

development experience, Jenny has undertaken major research

projects in the areas of drug prevention and addictive behaviours

and is well placed to provide regular informal advice to Wishlist’s

Board and CEO, particularly in the areas of research and grant

writing. Jenny is a member of the Project & Funding Management

Committee.

During the year four (4) meetings of the Board were held.

Name No. Attended Name No. Attended

Mike Kelly 2 Jenny Madden 3

Kym Chomley 3 Jason Ward 3

Kevin Hegarty 4 Lisa Aitken 3

Greg Fahey 3 Cosmo Schuh 4

Graham Wilkinson 3

The Role of the Board

Wishlist is governed by a voluntary Board which is responsible for the overall strategic direction of the

organisation, overseeing its operations and establishing policies and procedures. The Board and

management have been entrusted with the responsibility of ensuring that monies provided by donors,


sponsors and the general public are efficiently managed. Board members serve voluntarily and without

remuneration. Directors are appointed by the Governor in Council.

The role of the Board includes:

• Maintaining high levels of accountability to our stakeholders and external regulators.

• Monitoring the performance of the CEO.

• Raising awareness of the organisation within the community.

• Ensuring compliance with statutory, financial, social and corporate governance responsibilities.

• Providing strategic direction and developing, assessing and approving strategies, policies, plans and

budgets.

• Assessing and approving applications for equipment, education, research and service support as

part of our $1million annual funding commitment to local Queensland Health services.

• Monitoring risk and ensuring the presence of adequate risk management controls and reporting

procedures.

• Ensuring Wishlist acts legally, ethically, responsibly and openly.

Our Team

The Board delegates responsibility for implementing strategies approved by the Board and day-to-day

management to the CEO, Lisa Rowe, who in turn reports to the Board at committee meetings and bi-

monthly board meetings. The CEO is responsible for managing the operational aspects of Wishlist and

ensuring compliance with relevant legislation.

Assisting the CEO is a team of dedicated staff equating to 7.9FTE, consisting:

• a full-time Administration Officer, Ashlea Heisner

• a full-time Office Manager, Tracey Sobey

• a part-time Database Co-ordinator, Clare Supple;

• a full-time Marketing Communications Manager, Alyssah Padget;

• a part-time Fundraising & Events Co-ordinator, Lisa Wilson;

• a part-time Communications Manager, Bianca Keegan,

• a part-time Financial Controller, Toni Pointon;

• a full-time Kiosk Manager, Richard Ward; and

• 2 casual Kiosk Managers, Julie Streat & Leah Pearson (both located at Gympie)

Wishlist is an equal opportunity employer offering a workplace free from harassment and discrimination.

Workforce planning is undertaken annually as the budget for the ensuing financial year is generated.

Wishlist is committed to ensuring that fair and effective procedures and processes are implemented and

adhered to for selection and employment of people to meet organisational needs. This includes defining in

advance the roles and work required. A written position description and relevant KPI’s (if applicable) are

prepared prior to advertising, interviewing and the selection process.

By promoting a healthy work-life balance and offering flexible work arrangements for employees, Wishlist

have been able retain 91.6% retention rate for all positions this year and has seen a significant boost in

productivity.

Code of Conduct

Wishlists’ Directors, Volunteers and Employees Code of Conduct was endorsed by the Board at the August

2014 Board Meeting, and approved by the by the Minister for Health on 20th October 2014. All staff,

volunteers and Directors will be given a copy of the Code, and advised of current Wishlist procedures that

align with the Public Service Ethics Act (PSEA) and Code of Conduct for the Queensland Public Service.

Employment contracts and performance agreements will be congruent with the ethics priorities outlined in

the Code and PSEA.


Our Committees

Finance, Audit & Risk Management (FARM) Committee

The purpose of the Finance, Audit and Risk Management Committee is to oversee the financial aspects of

Wishlist’s operations, ensure compliance with all legislative, legal and audit requirements and manage risk

associated with Wishlist’s operations.

The committee adheres to the Hospitals Foundation Act 1982, the Financial Accountability Act 2009, the

Income Tax Assessment Act 1997 and observed the Audit Committee Guidelines.

Scope of the Committee

To contribute to the management and delivery of Wishlist’s operations and ensure compliance with all

legislative, legal and audit requirements the Finance, Audit and Risk Management Committee undertakes

the following:

• Develop Wishlist’s strategic plan in accordance with legislative requirements

• Ensure Wishlist’s operations are monitored and measured against targets outlined in Wishlist’s

strategic plan

• Establish annual budget and operational plan

• Risk assessment and management

• Identify succession plan for board and team

• Annually review all committees “Terms of References” for endorsement by the appropriate Chair

and ensuring board operations continuously improve by monitoring the effective operation of the

identified committees.

Internal Audit

A one-off internal review, limited to transactions for the period ended June 30, 2015, was conducted by the

internal audit team of the SCHHS as requested by Health representatives on the Wishlist Board and FARM

committee, Kevin Hegarty and Cosmo Schuh.

The Audit revealed 6 low risk issues which have all been addressed.

Membership

Membership is determined by the Wishlist Board and consists of Chair Mike Kelly (Wishlist Chairman and

Director), Cos Schuh (Director and Board members SCHHB), Kevin Hegarty (SCHHS CEO and Director), Lisa

Rowe (CEO), and Toni Pointon (Financial Controller). The SCHHS Chief Finance Officer or a representative

may attend as invited guests when beneficial.

Proxies

• Invited guests are given full participatory rights however the final decision on all matters requiring a

vote rests with Directors of Wishlist.

• A proxy is allowed provided they are suitably briefed prior to the meeting.

Project and Funding Management Committee

The purpose of the Project and Funding Management Committee is to provide strategic advice and

recommendations to Wishlist on the allocation of Wishlist’s annual funding commitment to the needs of

the Sunshine Coast Hospital and Health Service (SCHHS). The Project and Funding Management Committee

also monitors and guides major projects undertaken by Wishlist. The committee adheres to the strategic

and operational plan of Wishlist, and the funding round process which takes into account the priority needs

of the SCHHS.



To contribute to the management and delivery of Wishlist’s annual funding commitment the Project and

Funding Management Committee undertakes the following:

• Establish criteria with the SCHHS in relation to Wishlist’s scope of funding

• Determine Wishlist’s funding commitment through quarterly funding rounds.

• Provide support with grant identification and stakeholder relationships eg. USC and research

• Manage funding process through to the applicant’s final report stage.

• Manage Wishlist’s major projects

• Make recommendation to Board on Staff Scholarship and Research Funding Rounds.

Membership

Membership is determined by the Wishlist Board and consists of Chair Greg Fahey (Director), Kym Chomley

(Director), Jenny Madden (Director), Executive Director of Clinical Services (SCHHS), Lisa Rowe (CEO), and

the Marketing and Communications Manager.

In addition, Assoc. Professor Nicholas Gray, Chair of the SCHHS Research Committee and Graham

Wilkinson, SCHHS Executive Director Nursing Services join the meeting at presentation of Staff Scholarship

and Research.

To add further rigour to the approval process this year the Executive Director Clinical Services, Kerrie Hayes

has been attending meetings where funding rounds are assessed.

Proxies

� Invited guests are given full participatory rights however the final decision on all matters requiring

a vote rests with Directors of Wishlist.

� A proxy is allowed provided they are suitably briefed prior to the meeting.

Marketing and Fundraising Committee

The purpose of the Marketing and Fundraising Committee is to provide strategic advice and

recommendations that serve to increase the profile of Wishlist’s activities and develop collaborative

partnerships with key stakeholders. The committee adheres to the strategic and operational plan of

Wishlist.


To contribute to the management and delivery of Wishlist’s fundraising and marketing strategy the

Marketing and Fundraising Committee undertakes the following:

� Developing and overseeing the fundraising strategy of Wishlist

� Developing and overseeing the marketing strategy of Wishlist which includes promotion of events

and Wishlist’s annual funding commitment

� Develop and increase the profile of the Wishlist brand

� Marketing of Wishlist’s projects

Membership

Membership is determined by the Wishlist Board and consisted of Chair Jason Ward, Lisa Aitken (Director),

Graham Wilkinson (Director), Megan Harkin (Marketing and Communications Manager), Lisa Wilson (Events

Coordinator) and Bianca Keegan (Communications Officer).

Proxies

• Invited guests are given full participatory rights however the final decision on all matters requiring

a vote rests with Directors of Wishlist.

• A proxy is allowed provided they are suitably briefed prior to the meeting


Research Committee

The Health Service’s Research Committee, comprised of representatives of Sunshine Coast Hospital and

Health Service and academic representatives from tertiary partners, convenes and assesses the applications

against the criteria for each category and the availability of grant funds. Recommendations made by the

committee are sent to the Wishlist Project and Funding Management Committee for Board approval once a

year. This year the Research Committee approved projects totalling just over $474,737.

External Scrutiny

There have been no external agency reviews or audits conducted on Wishlist during the reporting period,

apart from the financial audit which is disclosed in the attached statutory accounts for 2016.

In line with the recent desktop audit the Office of the Information Commissioner has recommended two

updates be made to Wishlist’s website and the Privacy Policy published on our website. All forms and

email addresses reviewed were compliant, and the Privacy statement fulfils the obligations of the

Information Privacy Principle 5 (IPP5) in a practical and comprehensive way.

Operating Environment

The Sunshine Coast Health Foundation was established in 1998 under the Hospitals Foundations

Amendment Regulation (no. 2) 1997 to support the needs of the Sunshine Coast Hospital and Health

Service. As the opening of the Sunshine Coast University Hospital draws closer Wishlist has directed more

funds to service support initiatives, education and research as opposed to previous years where the bulk of

funding grants have being directed to equipment.

The office of Wishlist will relocate to the new Sunshine Coast University Hospital in January 2017 and our

organisation plans to direct even more focus and funding towards local research projects in future years.

No Strategic Planning Day was held this year however the 2014 Strategic Plan was reviewed and a revised

plan approved by the Board in August 2016. A Board Strategic Planning Day is planned for early 2017.

The budget and operational plan for the 2016-2017 financial year reflects a predicts a decrease in revenue

generated by the car park at Nambour Hospital of $98,101 due to the relocation of most clinical services to

SCUH, a slight increase to wages to allow for necessary team growth and a reduction in projected grant

funding of $187,115 as approved by the FARM .

The Wishlist Board had only three members appointed from June to August so June’s board meeting could

not be held.

Machinery of Government Changes

There has been no machinery of government changes which have affected Wishlist during the reporting

period.

Open Data

Wishlist has not incurred expenditure for overseas travel and/or consultancies during the reporting period.

Events

• Wishlist Spring Carnival 2015 – This annual event held in September raised $112,293 for the fit-out

of the Family Room and Parents Retreat at SCUH. More than 500 guests attended the Caloundra

Events Centre for an afternoon of fundraising, with MCs Sophie Formica and Rob Mills and special

guests Kate Ceberano, Rachael Finch and Joh Bailey.

• Run Sunshine Coast – Organised by Run Australia/The Cotton On Foundation, Run Sunshine Coast

was held in May 2015 with the $84,979 proceeds (received in October) being directed to our $1.4m


commitment to the growth of the Child Development Service. Run Sunshine Coast 2016 was not

held but the organisation indicated the Run will be back on the Coast’s agenda in 2017.

• The House the Coast Built – The third charity home project to benefit Wishlist saw more than 60

Ausmar Homes contractors donate everything required to build a four bedroom home, fully

landscaped, complete with a swimming pool. Reed Property Group and the Crosby family provided

the land at a reduced price at Flame Tree Pocket. Ausmar Homes then coordinated the 16 week

build project and the home sold on February 14th for $505,000. Net proceeds contributed

$292,692.30 towards paediatric needs locally which included Fabio the Frog, Music Therapy and a

new Clown Doctor programme.

• Exclusive ‘300 Club’ Melbourne Cup Charity Luncheon - raised $9,360 for a Nicolet Nerve

Conduction EMG

• Mix FM’s Give Me 5 for Kids – Each year in June the Sunshine Coast community digs deep to

support Mix FM’s Give Me 5 for Kids (GM5FK) radio appeal. This year’s donation of $277,043 was

directed to growing the local Child Development Service and ongoing commitments such as TV

rental in the Children’s Ward.

• Wishlist Row for Cancer – The tenth annual Wishlist Row for Cancer raised $21,096 for the needs

of the Sunshine Coast Cancer Centre at Nambour Hospital.

Grants Received

Grants received this financial year include $3,500.00 from the Queensland Community Foundation to

extend our commitment to Diversional Therapy at Dove Palliative Care and $10,000 from Westpac to

extend our commitment to Sckoping Camps.

Bequests

Bequests received in the 2015-2016 year totalled $41,586 and was used to purchase Haemodialysis

Equipment for the Gympie Region. All bequests received by Wishlist are directed to the area of need as

requested by the donor.

Grant & Fund Distribution

As part of our ongoing commitment to the support of local health services, $1,713,115 was spent on local

health needs in four areas; equipment, service support, education and research.

Total equipment funded this year totalled $294,906, the major equipment purchases included:

Major Equipment Items Purchased Cost

Specialists Outpatients Unit – Gympie Hospital $77,500

Haemodialysis Equipment for Home Use for Gympie Region $41,586

Arjo Hoist for Maleny Hospital $ 6,000

Neurosthesiometer for Diabetes $ 3,250

2 Tumble Form Seating Systems $ 2,120

Fall Out Chair $ 3,268

Neonatal Massimo Radical 7 Pulse Oximetry Monitor $ 3,272

Procedural Chair $ 8,210

Vestibular Pathway Implementation for ED at MAPU $10,000

Gym Equipment for Mental Health Transitional Facility at Lady Musgrave House $14,680

Diagnostic Vestibular Equipment $26,189

Insulin Pumps $12,800


Total spend for Service Support this year was $899,438, the major areas of Service Support funded

included:

Description Cost

TV Rental Children’s Ward, Renal, Ward 1D and Cancer Centre $ 24,945

Fabio the Frog $ 65,000

SCKoping Camps $ 17,347

Diversional Therapy – Children’s Ward $ 78,367

Child Development Service $516,586

Refurbishment of Gympie Palliative Care Rooms $ 20,000

2 Patient Transport Vehicles & 2 EMS Vehicles $ 61,187

Diabetes Camps $ 84,350

Healthy Lifestyles Program $ 18,669

Education of local health staff

This year Wishlist approved $44,033 for the education of local health staff from all streams including $5,000

which was presented to the winner of this year’s Mike Kelly Scholarship, Jayne MacLachlan. Also included

in this investment was a $4,800 funding of 12 registered nurses attending the state Nursing Leadership

Conference on 4-6 November 2015 in Brisbane.

Research Funding

Research projects funded by Wishlist help pave the way for innovation that serves to create a more

efficient and productive health service. This year’s research spend totalling $474,738 was made up of

funding for the following new research projects and adjustment/amendments to previously approved

projects.

Description Approved

2015-06 Validating Blood Test for Abdominal Fat Loan $8,862

2015-03 Progressive Anaemia in Hip Fractures of the Elderly $10,107

2015-11 Is SCIg Better $9,627

2015-01 Reliability and validity study for the assessment of lateral trunk strength - The

Modified Obers Test

$9,904

2015-14 YES - Yoga Especially for Mums by Midwives: A pilot research study exploring a new

antenatal education pedagogy

$10,000

2015-15 Prophylactic intrapartum epidural intravenous fluid pre-loading: a prospective

cohort study

$10,000

2015-09 Survey of the current practice of oncology dieticians and the perceptions of

surgeons who recommend preoperative weight loss using very low calorie diets (VLCDs) in

obese patients

$7,984

2015-08 Paediatric Outpatients Model of Care - Advanced Health Practitioner $10,081

2015-20 Novel epidural local anaesthetic and opioid solutions for stability testing $10,000

2015-04 A preliminary investigation into the impact of follow up for patients who present to

the Department of Emergency Medicine (DEM) with Mild Traumatic Brain Injury (mTBI)

$9,797

2015-02 Understanding Emergency Department (ED) and Mental Health (MH) service

delivery for consumers

$49,613

2015-13 Identifying the risk: a prospective cohort study examining postpartum haemorrhage

in a regional Australian health service

$19,998

2015-16 "Pondering Poos": Does a group-based primary health care service supporting

families of children with toileting issues, impact upon child wellbeing and parental self-

$9,990


competence?

2015-17 Using inter professional simulation to enhance teamwork and promote patient

safety

$19,993

2015-21 Allostasis and Sedation Practices in the Critically III - Observational Pilot Study (All-

SPICE OPS)

$15,044

2015-07 Evaluation of the prevailing methods of clinical incident analysis and correlation

with principles of the contemporary systemic accident causation models

$14,456

RhD - 2015-02 - Implementation of Advanced Care Planning through Participatory Action

Research

$70,000

RhD - 2015-06 Management of gestational diabetes, exploring care models amongst

multidisciplinary teams

$49,031

RhD - 2015-02 - Early prediction of typical outcome and mild development delay for very

pre-term and low birth weight infants

$33,549

RhD - 2015-07 - Does skeletal muscle micro vascular function predict cardio vascular

outcomes

$75,000

Research money helps draw specialists and academics to work on the Sunshine Coast which is particularly

important given the ramp up of services at Nambour Hospital in the lead up to the opening of the Sunshine

Coast University Hospital in April 2017.

Operations

Car park

For more than sixteen years the profits of parking at Nambour Hospital have sustained the operations of

Wishlist, enabling us to work with local businesses and the community to raise more than $14million for

the needs of our local hospitals. As the Coast’s own hospital foundation we have a duty to ensure that all

money donated to and raised by Wishlist is managed and spent on initiatives that achieve the maximum

public benefit.

Volunteers

Wishlist could not achieve what it does without the help of our many volunteers who are essential to the

work we do. Through our many events, community and business partnerships we engage with the

community, recruiting volunteers and supporters to assist with the needs of the health community, either

through financial support or by volunteering their time.

Our volunteers include all of Wishlist’s board members and those on the organising committees

responsible for our largest events. They are all business people committed to making a difference in their

local communities. Wishlist would like to acknowledge the hardworking volunteers who run the Wishlist

Coffee House and have helped it become such a profitable fundraiser for Gympie Hospital.

A big thank you to the Sunshiners, Nambour Hospital’s volunteer team, who are the friendly faces at the

hospital reception helping in any way they can from directing people around the hospital corridors to

distributing trauma teddies to the wards. Wishlist supports the Sunshiners by funding an annual Christmas

function and the uniforms worn by volunteers across the SCHHS.

We also thank the Australian Red Cross and the volunteers who ensure our impressive accommodation

facility, Reed Charity House, provides the best possible home-away-from-home to patients of Nambour

Hospital and their families.

Our gratitude also extends to the beautiful ladies who volunteer hours of their time to knit, sew and create

the loveable trauma teddies, blankets and newborn baby sets for the emergency and children’s wards at

the hospital.


Glossary

FARM Finance, Audit & Risk Management Committee

GM54K Mix FM’s Give Me 5 for Kids

PSEA Public Service Ethics Act

SC-Koping Sunshine Coast Koping Network

SCHHS Sunshine Coast Hospital & Health Service

SCUH Sunshine Coast University Hospital


Summary of Financial Performance

This Year Last Year +/- % Notes

Operating Income

Car Park Revenue $ 1,356,527 $ 1,230,775 10.22% 10.22% increase on last year

Less: Car Park Expenses $ 120,755 $ 171,808 -29.72% Decrease due to extraordinary R&M in

the 2014/2015 year and replacement of

equipment from the provision account

Net Profit from Car Park $ 1,235,772 $ 1,058,967 16.7%

Other Income $ 63,961 $ 50,461 26.75% Includes profit on sale of Motor Vehicle

of $21,442

Total Operating Income $ 1,299,733 $ 1,109,428 17.15%

Less: Employment Expenses $ 476,763 $ 408,362 16.75% New Administration Manager and

increase in days for Marketing Co-

ordinator

Dep'n & Amort $ 121,178 $ 139,029 -12.84%

Other Operating Exp $ 194,330 $ 251,397 -22.7% $50,000 Asset Revaluation Expense

included in last year’s figures

Total Operating Expenses $ 792,271 $ 798,788 -0.82%

Operating Profit/(Loss) $ 507,462 $ 310,640 63.36%

Fundraising Income $ 1,801,537 $ 1,670,210 7.86% This year’s fundraising income includes

nearly $300,000 raised from our House

the Coast Built project

Less: Fundraising Expenses $ 567,512 $ 533,875 6.3% This year’s fundraising expenses include

nearly $50,000 spent of our House the

Coast Built Project

Net Profit/(Loss) F/raising $ 1,234,025 $ 1,136,335 8.6%

Total Profit $ 1,741,487 $ 1,446,968 20.35% Net profit increased 20.35%

Grant Distribution $ 1,713,115 $ 1,342,133 27.64% Grant distribution increased 27.64%

Surplus $ 28,372 $ 104,841 -72.94%

Gympie

Kiosk

7%

Sponsorships &

Commissions

4%

Events

23%

Bequests

1%

Donations

18%

Grants

0%

Car Park

42%

Staff

Fundraising

3%

Other

2%

INCOME 2015-2016

5 September 2016

The Honourable Cameron Dick MP

Minister for Health and Ambulance Services

GPO Box 48

BRISBANE QLD 4001

Dear Minister

I am pleased to present the Annual Report 2015-16 and financial statements for the

Sunshine Coast Health Foundation.

We certify that this Annual Report complies with:

• The prescribed requirements of the Financial Accountability Act 2009 and the

Financial and Performance Management Standard 2009, and

• The detailed requirements set out in the Annual report requirements for

Queensland Government agencies.

A checklist outlining the annual reporting requirements can be found at page 30 of this

annual report.

Yours sincerely

Mike Kelly

Chairman

Compliance Checklist

Summary of requirement Basis for requirement Annual report

reference

Letter of compliance

• A letter of compliance from the accountable officer or statutory body to the relevant Minister/s

ARRs – section 8 Pg 30

Accessibility • Table of contents

• Glossary

ARRs – section 10.1 Pg 2

Pg 28

• Public availability ARRs – section 10.2 Pg 2

• Interpreter service statement Queensland Government Language Services Policy

ARRs – section 10.3

Pg 2

• Copyright notice Copyright Act 1968


Footer

• Information Licensing QGEA – Information Licensing


Pg 2

General information

• Introductory Information ARRs – section 11.1

Pg 5

• Agency role and main functions ARRs – section 11.2 Pg 5

• Operating environment ARRs – section 11.3 Pg 24

Non-financial performance

• Government’s objectives for the community

ARRs – section 12.1 Pg 6

• Other whole-of-government plans / specific initiatives

ARRs – section 12.2 Pg 6-17

• Agency objectives and performance indicators


• Agency service areas and service standards


Financial performance

• Summary of financial performance ARRs – section 13.1 Pg 29

Governance – management and

structure

• Organisational structure ARRs – section 14.1 Pg 18

• Executive management ARRs – section 14.2 Pg 19-22

• Government bodies (statutory bodies and other entities)


• Public Sector Ethics Act 1994 Public Sector Ethics Act 1994


• Queensland public service values ARRs – section 14.5

Governance – risk management and accountability

• Risk management ARRs – section 15.1 Pg 10, 22

• Audit committee ARRs – section 15.2 Pg 22

• Internal audit ARRs – section 15.3 Pg 22

FAA Financial Accountability Act 2009

FPMS Financial and Performance Management Standard 2009

ARRs Annual report requirements for Queensland Government agencies

• External scrutiny ARRs – section 15.4 Pg 24

• Information systems and recordkeeping ARRs – section 15.5 Pg 2

Governance – human resources

• Workforce planning and performance ARRs – section 16.1 Pg 21

• Early retirement, redundancy and retrenchment

Directive No.11/12 Early Retirement, Redundancy and Retrenchment

Directive No. 16/16 12 Early Retirement, Redundancy and Retrenchment (from 20 May 2016


Open Data • Consultancies ARRs – section 17


• Overseas travel ARRs – section 17


• Queensland Language Services Policy ARRs – section 17


Financial statements

• Certification of financial statements FAA – section 62

FPMS – sections 42, 43 and 50


Pg 18

• Independent Auditors Report FAA – section 62

FPMS – section 50


Financial Statements Pg 19/20

WISHLIST

SUNSHINE COAST HEALTH FOUNDATION

FINANCIAL STATEMENTS

FOR THE YEAR ENDED

30 JUNE 2016

WISHLIST -


TABLE OF CONTENTS Page No.

STATEMENT OF COMPREHENSIVE INCOME 2

STATEMENT OF FINANCIAL POSITION 3

STATEMENT OF CHANGES IN EQUITY 4

STATEMENT OF CASHFLOWS 5

NOTES TO THE FINANCIAL STATEMENTS 6-17

MANAGEMENT CERTIFICATE 18

INDEPENDENT AUDITOR'S REPORT 19-20

For further information please contact:

Telephone: (07) 5470 6598 Facsimile: (07) 5470 6362

Email: [email protected]

or visit www.wishlist.org.au

Page 1

2016 2015

$ $

INCOME FROM CONTINUING OPERATIONS Notes

Revenue

Revenue from Supplies and Services 2 3,222,025 2,951,446

TOTAL INCOME FROM CONTINUING OPERATIONS 3,222,025 2,951,446

EXPENSES FROM CONTINUING OPERATIONS

Employee Expenses 3 476,763 408,362

Carparking Expenses 4 120,755 171,808

Fundraising Expenses 5 567,512 533,875

Depreciation and Amortisation 6 121,178 139,029

Other Expenses 7 194,330 201,397

TOTAL EXPENSES FROM CONTINUING OPERATIONS 1,480,538 1,454,471

OPERATING RESULT FROM CONTINUING OPERATIONS

BEFORE DISTRIBUTION OF GRANTS 1,741,487 1,496,975

Less: Distribution of Grants & Fundraising Disbursements 8 (1,713,115) (1,342,134)

OPERATING RESULT FROM CONTINUING OPERATIONS

AFTER DISTRIBUTION OF GRANTS 28,372 154,841

OTHER COMPREHENSIVE INCOME

Decrease in asset revaluation surplus 9 - (50,000)

TOTAL OTHER COMPREHENSIVE INCOME - (50,000)

TOTAL COMPREHENSIVE INCOME 28,372 104,841

WISHLIST


STATEMENT OF COMPREHENSIVE INCOME

FOR THE YEAR ENDED 30 JUNE 2016

The accompanying notes form part of these statements

Page 2

2016 2015

$ $

Notes

CURRENT ASSETS

Cash and Cash Equivalents 10 2,187,666 1,698,115

Receivables 11 108,398 115,156

Inventories 12 4,691 3,717

Other Current Assets 13 23,046 21,716

TOTAL CURRENT ASSETS 2,323,801 1,838,704

NON CURRENT ASSETS

Property, Plant & Equipment 14 2,231,096 2,361,056

TOTAL ASSETS 4,554,897 4,199,760

CURRENT LIABILITIES

Payables 15 986,868 738,377

Accrued Employee Benefits 16 55,324 47,009

Other Current Liabilities 17 439,463 369,504

TOTAL CURRENT LIABILITIES 1,481,655 1,154,890

TOTAL LIABILITIES 1,481,655 1,154,890

NET ASSETS 3,073,242 3,044,870

EQUITY

Accumulated Surplus 3,073,242 3,044,870

TOTAL EQUITY 3,073,242 3,044,870

WISHLIST


STATEMENT OF FINANCIAL POSITION

AS AT 30 JUNE 2016


Page 3

2016 2015 2016 2015 2016 2015 2016 2015

Balance as at 1 July 3,044,870 2,940,029 - - - - 3,044,870 2,940,029

Operating result from

continuing operations28,372 154,841 - - - - 28,372 154,841

Total Other

Comprehensive Income- (50,000) - - - - - (50,000)

Balance as at 30 June 3,073,242 3,044,870 - - - - 3,073,242 3,044,870

Total

WISHLIST


STATEMENT OF CHANGES IN EQUITY


Accumulated Surplus Asset Revaluation Contributed Equity


Page 4

2016 2015

$ $

CASH FLOWS FROM OPERATING ACTIVITIES Notes

Inflows:

Cash receipts from supplies and services 3,226,479 2,919,957

Outflows:

Employee Expenses (468,448) (399,513)

Carparking Expenses 4 (120,755) (171,808)

Fundraising Expenses (249,062) (636,086)

Distribution of Grants & Fundraising Disbursements 8 (1,713,115) (1,342,134)

All Other Expenses 7 (194,330) (201,397)

Net cash provided by (used in) operating activities 18 480,769 169,019

CASH FLOWS FROM INVESTING ACTIVITIES

Outflows:

Sales for property, plant and equipment 14 8,782 -

Outflows:

Payments for property, plant and equipment 14 - (30,636)

Net cash provided by (used in) investing activities 8,782 (30,636)

CASH FLOWS FROM FINANCING ACTIVITIES

Net cash provided by (used in) financing activities - -

Net Increase (decrease) in cash and cash equivalents 489,551 138,383

Cash and Cash Equivalents at beginning of financial year 1,698,115 1,559,732

Cash and cash equivalents at end of financial year 10 2,187,666 1,698,115

WISHLIST -


STATEMENT OF CASH FLOWS



Page 5

1.1 General Information and Objectives

The office and principal place of business is:

Nambour Hospital

Hospital Road

NAMBOUR QLD 4560

The postal address is:

PO Box 2610

NAMBOUR WEST QLD 4560

1.2 Compliance with Prescribed Requirements

1.3 Presentation

Currency and Rounding

Comparatives

Current/Non-Current Classification

1.4 Authorisation of Financial Statements for Issue

1.5 Basis of Measurement

WISHLIST


NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDING 30 JUNE 2016

NOTE 1 - BASIS OF FINANCIAL STATEMENT PREPARATION

Wishlist has prepared these financial statements in compliance with the Financial Accountability Act 2009 and with section 43 of the Financial

and Performance Management Standard 2009. The financial statements comply with Queensland Treasury's Minimum Reporting Requirements

for reporting periods beginning on or after 1 July 2015.

Wishlist is a not-for-profit entity and these general purpose financial statements are prepared on an accrual basis (except for the Statement of

Cash Flow which is prepared on a cash basis) in accordance with Australian Accounting Standards and Interpretations applicable to not-for-profit

entities.

These financial statements cover the Sunshine Coast Health Foundation known as Wishlist.

The Sunshine Coast Health Foundation (the Foundation or Wishlist) was established 23 January 1998 under the Hospitals Foundations Act

(1982) and is a statutory body. It is a community based not for profit charity committed to providing equipment, training, support programs and

research funding to the Sunshine Coast Hospital and Health Services district (SCHHS) which incorporates Nambour, Caloundra, Maleny and

Gympie public hospitals. It is expected the SCHHS will experience significant growth in services and capacity to include the new Sunshine Coast

University Hospital (SCUH) in 2017.

Amounts included in the financial statements are in Australian dollars and rounded to the nearest dollar or, where that amount is $0.50 or less, to

zero, unless disclosure of the full amount is specifically required.

New accounting standards early adopted and/or applied for the first time in these financial statements are outlined in Note 1.21.

Comparative information reflects the audited 2014-15 financial statements. No amounts were restated for a prior period.

Assets and liabilities are classified as either 'current' or 'non-current' in the Statement of Financial Position and associated notes.

Assets are classified as 'current' where their carrying amount is expected to be realised within 12 months after the reporting date. Liabilities are

classified as 'current' when they are due to be settled within 12 months after the reporting date, or the department does not have an

unconditional right to defer settlement to beyond 12 months after the reporting date.

All other assets and liabilities are classified as non-current.

The financial statements are authorised for issue by the Chair and Member of the Finance Audit and Risk Management Committee at the date of

signing the Management Certificate.

Historical cost is used as the measurement basis in this financial report except for the following:- Land, buildings, infrastructure, major plant and equipment, heritage and cultural assets and investment property which are

measured at fair value;

- Provisions expected to be settled 12 or more months after reporting date which are measured at their present value; and- Inventories which are measured at the lower of cost and net realisable value.

Page 6

WISHLIST



Historical Cost

Fair Value

Present Value

Net Realisable Value

1.6 The Reporting Entity

1.7 Grants and Contributions

1.8 Employee Expenses

Sick Leave

Fair value is the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction between market participants at

the measurement date under current market conditions (i.e. an exit price) regardless of whether that price is directly derived from observable

inputs or estimated using another valuation technique. Fair value is determined using one of the following three approaches:

- The market approach uses prices and other relevant information generated by market transactions involving identical or

comparable (i.e. similar) assets, liabilities or a group of assets and liabilities, such as a business.

- The cost approach reflects the amount that would be required currently to replace the service capacity of an asset. This

method includes the current/depreciated replacement cost methodology).

- The income approach converts multiple future cash flows amounts to a single current (i.e. discounted) amount. When the

income approach is used, the fair value measurement reflects current market expectations about those future amounts.

Where fair value is used, the fair value approach is disclosed.

Present value represents the present discounted value of the future net cash inflows that the item is expected to generate (in respect of assets)

or the present discounted value of the future net cash outflows expected to settle (in respect of liabilities) in the normal course of business.

Net realisable value represents the amount of cash or cash equivalents that could currently be obtained by selling an asset in an orderly

disposal.

Employer superannuation contributions, annual leave levies and long service leave levies are regarded as employee benefits.

Wages, Salaries

Wages and salaries due but unpaid at reporting date are recognised in the Statement of Financial Position at the current salary rates. As the

Foundation expects such liabilities to be wholly settled within 12 months of reporting date, the liabilities are recognised at undiscounted amounts.

Annual Leave

Provision is made for the Foundations liability for employee annual leave arising from services by employees to balance date. The entitlement is

expected to be settled within one year.

Long Service Leave

Provision for long service leave is initially based on the entitlements as specified in the National Employment Standards and the Industrial

Relations Act 1999 (Qld). The entitlement is 8.6667 weeks long service leave after completion of 10 years continuous service with the

Foundation.

In accordance with AASB 119, a pro-rata entitlement is calculated for all employees in accordance with their years of service with the

Foundation. The pro-rata years of service calculation is then adjusted by way of a probability assessment to reach quantification of the

Foundation’s long service leave provision. The probability assessment (percentage) of each employee reaching their 10 year service mark, is

based on their years of service with the Foundation which is based on prior organisational experience.

Superannuation

Employer superannuation contributions are paid to superannuation funds as nominated by employees. Contributions are expensed in the period

in which they are paid or payable.

The financial statements include all income, expenses, assets, liabilities and equity of Wishlist. There are no controlled entities.

Grants, contributions and donations are non-reciprocal in nature so do not require any goods or services to be provided in return. Corresponding

revenue is recognised in the year in which Wishlist obtains control over the grant/contribution/donation (control is generally obtained at the time

of receipt).

Prior history indicates that on average, sick leave taken each reporting period is less than the entitlement accrued. This is expected to continue

in future periods. Accordingly, it is unlikely that existing accumulated entitlements will be used by employees and no liability for unused sick leave

entitlements is recognised. As sick leave is non-vesting, an expense is recognised for this leave as it is taken.

Under historical cost, assets are recorded at the amount of cash or cash equivalents paid or the fair value of the consideration given to acquire

assets at the time of their acquisition. Liabilities are recorded at the amount of proceeds received in exchange for the obligation or at the

amounts of cash or cash equivalents expected to be paid to satisfy the liability in the normal course of business.

Page 7

WISHLIST



Workers' Compensation Premiums

1.9 Cash and Cash Equivalent

1.10 Receivables

1.11 Inventories

1.12 Property Plant and Equipment

Recognition Thresholds

Buildings $10,000

Infrastructure $10,000

Land $1

Major Plant and Equipment $5,000

Plant and Equipment $2,000

Other $5,000

Cost of Acquisition

1.13 Measurement using Fair Value

Items with a lesser value are expensed in the year of acquisition.

Land improvements undertaken by Wishlist are included in the building class.

Land, buildings, infrastructure, major plant and equipment and heritage and cultural assets are measured at fair value as required by

Queensland Treasury’s Non-Current Asset Policies for the Queensland Public Sector. These assets are reported at their revalued amounts,

being the fair value at the date of valuation, less any subsequent accumulated depreciation and subsequent accumulated impairment losses

where applicable.

The cost of items acquired during the financial year has been judged by management of Wishlist to materially represent their fair value at the

end of the reporting period.

Plant and Equipment, (that is not classified as major plant and equipment) is measured at cost in accordance with Non-Current Asset Policies.

The carrying amounts of such plant and equipment at cost should not materially differ from their fair value.

Other debtors generally arise from transactions outside the usual operating activities of Wishlist and are recognised at their assessed values.

Terms are a maximum of three months, no interest is charged and no security is obtained.

Inventories held for sale are valued at the lower of cost and net realisable value.

Cost is assigned on a weighted average basis and includes expenditure incurred in acquiring the inventories and bringing them to their existing

condition, except for training costs which are expensed as incurred.

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

Expenses associated with marketing, selling and distribution are deducted to determine net realisable value.

Historical cost is used for the initial recording of all property, plant and equipment acquisitions. Historical cost is determined as the value given as

consideration plus costs incidental to the acquisition, including all other costs incurred in getting the assets ready for use, including architects'

fees and engineering design fees.

Items of property, plant and equipment with a historical cost or other value equal to or exceeding the following thresholds in

the year of acquisition are reported as Property, Plant and Equipment:

For the purposes of the Statement of Financial Position and Statement of Cash Flows, cash assets include all cash and cheques receipted but

not banked at 30 June as well as deposits at call with financial institutions.

Trade debtors are recognised at the amounts due at the time of sale or service delivery, i.e. the agreed purchase/contract price. Settlement of

these amounts is required within 30 days from invoice date.

Wishlist pays premiums to WorkCover Queensland in respect of its obligations for employee compensation. Workers' compensation insurance is

a consequence of employing employees, but is not counted in an employee's total remuneration package. It is not employee benefits and is

recognised separately as employee related expenses.

Expenditure is only added to an asset’s carrying amount if it increases the service potential or useful life of the existing asset. Maintenance

expenditure that merely restores original service potential (lost through ordinary wear and tear) is expensed.

Property, plant and equipment classes measured at fair value (refer above) are revalued at least once every five years with interim valuations,

using appropriate indices, being otherwise performed on an annual basis where there has been a material variation in the index.

Page 8

WISHLIST



Accounting for Changes in Fair Value

1.14 Depreciation Expense

Class Rate %

Buildings & Skybridge 4

Plant and Equipment:- Car Park Equipment 6.66

- Office Equipment 20

- Motor Vehicles 25

- Other 20

Furniture and Effects 20

1.15 Payables

1.16 Provisions

1.17 Financial Instrument Categories

Plant and Equipment subject to a finance lease is amortised on a diminishing value method over the term of the lease, or, where it is likely that

the Foundation will obtain ownership of the asset, the expected useful life of the asset to the Foundation.

For each class of depreciable asset the following depreciation rates are used:

Trade creditors are recognised upon the raising of purchase orders for all goods or services ordered and are measured at the nominal amount

i.e. agreed purchased/contract price, gross of applicable trade and other discounts. Amounts owing are unsecured and the expectation is that

the majority of the Grant Distribution portion of Trade Creditors $696,448 (2015: $512,140) will be payable within 12 months as per the funding

application conditions. The balance of Trade Creditors $262,293 (2015: $192,311) related to Operational and Fundraising/Event expenses are

payable within 30 days.

Financial assets and financial liabilities are recognised in the Statement of Financial Position when the Foundation becomes party to the

contractual provisions of the financial instruments. The department has the following categories of financial assets and financial liabilities:

- Cash and cash equivalents - held at fair value through profit or loss

- Receivables - held at amortised cost

- Held to maturity investments - held at amortised cost

- Payables - held at amortised cost

- Borrowings - held at amortised cost.

Any revaluation increment arising on the revaluation of an asset is credited to the asset revaluation surplus of the appropriate asset class, except

to the extent it reverses a revaluation decrement for the class previously recognised as an expense. A decrease in the carrying amount on

revaluation is charged as an expense, to the extent it exceeds the balance, if any, in the revaluation surplus relating to that asset class.

For assets revalued using a cost valuation approach (e.g. current/depreciated replacement cost) - accumulated depreciation is adjusted to equal

the difference between the gross amount and carrying amount, after taking into account accumulated impairment losses. This is generally

referred to as the 'gross method’.

For assets revalued using a market or income-based valuation approach - accumulated depreciation and accumulated impairment losses are

eliminated against the gross amount of the asset prior to restating for the revaluation. This is generally referred to as the 'net method'.

The Foundation does not enter into transactions for speculative purposes, nor for hedging. Apart from cash and cash equivalents, the

Foundation holds no financial assets classified at fair value through profit or loss.

Land is not depreciated as it has an unlimited useful life.

Property, plant and equipment is depreciated on a diminishing value method so as to allocate the net cost or revalued amount of each asset,

less its estimated residual value, progressively over its estimated useful life to the Foundation. The car park equipment is depreciated using the

straight line basis.

Any expenditure that increases the originally assessed capacity or service potential of an asset is capitalised and the new depreciable amount is

depreciated over the remaining useful life of the asset to the Foundation.

The depreciable amount of the improvements to or on leasehold land is allocated progressively over the estimated useful lives of the

improvements.

Provisions are recorded when the Foundation has a present obligation, either legal or constructive as a result of a past event. They are

recognised at the amount expected at reporting date for which the obligation will be settled in a future period. Where the settlement of the

obligation is expected after 12 or more months, the obligation is discounted to the present value using an appropriate discount rate. The

amounts recognised as provisions in relation to the dismantling and removal of assets and the restoration of land which the assets have been

located, have been included in the cost of the assets.

Page 9

WISHLIST



1.18 Insurance

1.20 Judgements and Key Estimates

Valuation of Property, Plant & Equipment - Notes 1.5, 1.13 and Note 14;

Provisions - Note 1.16 and Note 17;

Contingencies - Note 20; and

Depreciation and Amortisation - Note 1.14 and Note 6.

1.22 Intangibles and Amortised Expense

Receivables and payables are stated inclusive of the amount of GST receivable or payable. The net amount of GST recoverable from, or

payable to, the ATO is included with other receivables or payables in the Statement of Financial Position.

Cash Flows are presented net of GST.

The preparation of financial statements necessarily requires the determination and use of certain critical accounting estimates, assumptions, and

management judgements that have the potential to cause a material adjustment to the carrying amounts of assets and liabilities within the next

financial year. Such estimates, judgements and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates

are recognised in the period in which the estimate is revised and in future periods as relevant.

Estimates and assumptions with the most significant effect on the financial statements are outlines in the following notes:

The Foundation did not voluntarily change any of its accounting policies during 2015-2016. The Foundation considers the relevance of all new an

amended standards and interpretations that apply. At the date of authorisation of the financial report, significant impacts of new or amended

Australian accounting standards with future commencement dates have been considered.

Intangible assets with a cost or other value equal to or greater than $100,000 are recognised in the financial statements. Items with a lesser

value are expensed. Each intangible asset, less any anticipated residual value, is amortised over its estimated useful life to the Foundation. The

residual value is zero for all the Foundations intangible assets.

The Foundation's non-current physical assets and other risks are insured through various insurers, premiums being paid on a risk assessment

basis.

1.19 Taxation and Goods and Services Tax (GST)

Wishlist is endorsed by the Australian Taxation Office (ATO) as a Deductible Gift Recipient (a Health Promotion Charity) and is exempt from

income tax under the Income Tax Assessment Act 1997. It is endorsed for GST (Goods and Services Tax) concessions under a New Tax

System (Goods and Services Tax) Act 1999 and is exempted (subject to the thresholds) under the Fringe Benefits Tax Assessment Act 1986.

Revenues, expenses and assets are recognised net of the amount of GST, except where the amount of GST incurred is not recoverable from the

ATO.

1.21 New and Revised Accounting Standards

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2016 2015

$ $

Revenue recognised in Statement of Comprehensive Income

Note 2 - Supplies and Services

Car Parking Revenue Nambour Hospital 1,356,527 1,230,775

Fundraising Activities & Events Revenue 1,689,264 1,567,937

Sponsorships & Grant Revenue 112,273 102,273

Income from Other Activities 24,024 5,912

Interest Income 39,937 44,549

3,222,025 2,951,446

Note 3 - Employee Expenses

a) Employee benefits

Wages and Salaries 430,848 363,886

Annual Leave Accrual (857) 7,209

Employer Superannuation Contributions 40,364 34,362

Long Service Leave Accrual 3,172 267

WorkCover 2,660 2,068

Other Employee Expenses 576 570

476,763 408,362

7.9 6.1

b) Key Executive Management Personnel

c) Remuneration

2016 2015

$ $

Note 4 - Carparking Expenses

Management Fees 38,938 39,125

Operating Expenses 92,201 85,858

Repairs and Maintenance 1,146 29,489

Provision for Replacement, Insurance (11,530) 17,336

120,755 171,808

Wishlist is governed by a voluntary Board which is responsible for the overall strategic direction of the organisation, overseeing its operations

and establishing policies and procedures. Directors are appointed by the Governor in Council.

The CEO is responsible for the efficient, effective and economic administration of the Foundation. The role and remuneration package is in

accordance with an employment contract. The current CEO was appointed 12 March 2002 by the Board.

Number of employees as at 30 June, including both full-time and part-time employees, measured on a full-time equivalent basis is:

The following details for key executive management personnel include those positions that had authority and responsibility for planning, directing

and controlling the activities of the Foundation during the 2015-16 year.

Remuneration policy for the Foundation's key executive management personnel is set by the Board. The remuneration and other terms of

employment for the key executive management personnel are specified in employment contracts.

The remuneration package includes base salary, allowances and leave entitlements paid and provided for together with provision of a motor

vehicle and an employee expense benefits card (EBC) up to the exempt amount of fringe benefits tax applicable to the benefit. Long term

benefits include long service leave accrued.

For the year ended 30 June 2016, the CEO's remuneration package included a salary of $109,000, 9,5% superannuation contribution and motor

vehicle & EBC benefits up to the FBT exempt amount of $30,000. (2015: Salary of $106,000, 9.5% superannuation contribution and motor

vehicle & EBC benefits up to the FBT exempt amount of $30,000). Accrued long service leave amounted to $15,685 (2015: $13,411). There

were no performance bonuses paid or payable. Nil (0) hours (2014: Nil (0) hours) long service leave taken this year.

The Queensland Health Nambour Hospital car park is leased to the Foundation.

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2016 2015

$ $

Note 5 - Fundraising Expenses

GM5 for Kids 5,196 -

Wishlist Coffee House at Gympie Hospital 167,840 163,997

Reed Charity House 42,828 44,694

Event Expenses 351,648 325,184

567,512 533,875

Note 6 - Depreciation and Amortisation

Buildings 69,986 73,786

Reed Charity House - Furniture 10,013 11,434

Office Equipment 1,032 1,289

Carpark 22,363 21,335

Plant & Equipment 4,344 4,536

Motor Vehicles 13,440 26,649

121,178 139,029

Note 7 - Other Expenses

Motor Vehicle costs 7,959 6,941

Advertising and printing 69,892 81,275

Computer costs including database costs 17,698 15,046

All other costs 98,781 98,135

194,330 201,397

Note 8 - Distribution of Grants & Fundraising Disbursements

Equipment 294,906 683,878

Service Support 899,438 320,661

Education 44,033 85,587

Research 474,738 252,008

1,713,115 1,342,134

Note 9 - Asset Revaluation Decrement

Land Buildings Total

Balance 1 Jul 2014 160,455 379,545 540,000

Revaluation Increment (45,000) - (45,000)

Revaluation Decrement - 95,000 95,000

Balance 30 June 2015 115,455 474,545 590,000

Balance 1 Jul 2015 115,455 474,545 590,000

Revaluation Increment - - -

Revaluation Decrement - - -

Balance 30 June 2016 115,455 474,545 590,000

Service Support excludes the depreciation on service support motor vehicles of $899 (2015: $11,819) that was accounted for in Note 6. Service

Support includes an amount of $61,187 of the book value of four motor vehicles that were donated to SCHHS and was accounted for in Note 14.

The asset revaluation surplus represents the net effect of upwards and downwards revaluations of assets at fair value for Reed Charity House

(L&B) - 31 Hospital Road Nambour QLD. The net decrement of $50,000 in 2015, has been recognised as an Other Expense in the Statement of

Comprehensive Income. Refer also Note 14.

External audit fees relating to the 2015-16 year are estimated to be $8,000 (2015: $8,000). There were no non-audit services included in this

amount.

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2016 2015

$ $

Note 10 - Cash and Cash EquivalentsCash on Hand $2,961 6,361

Cash at Bank 653,790 691,754

Cash on deposit 1,530,915 1,000,000

2,187,666 1,698,115

Note 11 - Receivables

Trade Debtors 108,398 115,156

108,398 115,156

Note 12 - InventoriesWishlist Coffee House - Stock 3,967 3,018

Wishlist Coffee House - Consumables & Supplies 724 699

4,691 3,717

Note 13 - Other Current AssetsPrepaid Expenses 8,922 18,599

Other Current Assets (Accrued Income and Vouchers) 8,224 3,117

Deposits Paid 5,900 -

23,046 21,716

Note 14 - Property Plant & Equipment

Land and Buildings

Land at Fair Value (Level 2) 430,000 430,000

Buildings at Fair Value (Level 2) 1,470,000 1,470,000

Total Value of Land & Buildings 1,900,000 1,900,000

Building Improvements (Skybridge at RCH) at Cost 279,648 279,648

Add Purchase costs 22,013 22,013

Less: Accumulated Depreciation (291,344) (221,358)

1,910,317 1,980,303Furniture

At Cost 117,546 111,661


41,608 45,737Office Equipment

At Cost 11,907 11,907


4,143 5,175Carpark Equipment

At Cost 342,392 312,672


239,060 231,703Plant and Equipment

At Cost 34,973 28,987


19,833 18,191Motor Vehicles

At Cost 32,315 138,405


16,135 79,947

Total 2,231,096 2,361,056

Of the Inventories on hand at 30 June 2016, $4,691 (2015: $3,717) are expected to be realised within 12 months.

Land and Buildings include Reed Charity House situated at 31 Hospital Road, Nambour. The Reed Charity House was donated by the Reed

Charity Foundation to Wishlist on 21 February 2009. The 20 room accommodation facility is leased to The Australian Red Cross Society for a

nominal amount. The property was valued by Herron Todd White on 3 June 2015 at a current market value of $1,900,000. The property was

previously valued by Herron Todd White 19 April 2012 at a market value of $1,950,000. The building was depreciated at a rate of 4% from 1

July 2012.

Note during the 2011-12 year substantial fundraising income was directed to the construction of the Wishlist Skybridge, linking the Reed Charity

House to the Nambour Hospital campus. Funds for this project were donated by the community and local Rotary Clubs.

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Property, Plant and Equipment and Depreciation Expense Reconciliation

Land Buildings Other -

Buildings

Furniture Office

Equipment

Car Park

Equipment

Plant &

Equipment2015 $ $ $ $ $ $ $

Carrying Amount at 1 July 2014 385,000 1,697,076 22,013 57,171 6,464 253,038 22,727

Additions - - - - - - -

Disposals - - - - - - -

Revaluation Increment/(Decrement) 45,000 (95,000) - - - - -

Depreciation / Amortisation - 73,786 - 11,434 1,289 21,335 4,536

Carrying Amount at 30 June 2015 430,000 1,528,290 22,013 45,737 5,175 231,703 18,191

2016

Carrying Amount at 1 July 2015 430,000 1,528,290 22,013 45,737 5,175 231,703 18,191

Additions - - - 5,884 - 29,720 5,986

Disposals - - - - - - -

Revaluation Increment/(Decrement) - - - - - - -

Depreciation / Amortisation - 69,986 - 10,013 1,032 22,363 4,344

Carrying Amount at 30 June 2016 430,000 1,458,304 22,013 41,608 4,143 239,060 19,833

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2016 2015

$ $

NOTE 15 - Payables

Trade Creditors 956,329 704,041

BAS Payable - 410

Car Park Charge Cards 30,539 33,926

986,868 738,377

NOTE 16 - Accrued Employee Benefits

Wages outstanding 8,554 2,554

Provision for Annual Leave 24,146 25,003

Provision for Long Service Leave 22,624 19,452

55,324 47,009

NOTE 17 - Other Current Liabilities

Prepaid deposits 119,976 124,923

Provision for costs - Row for cancer charity

event

- 4,250

Provision for building maintenance - RCH 237,000 201,000

Provision for equipment replacement -

Carpark

20,404 35,748

Accrued Expenses 62,083 3,583

439,463 369,504

NOTE 18 - Reconciliation of Operating Surplus to Net Cash from Operating Activities

Operating Surplus/(Deficit) 28,372 154,841

Non-cash flows in operating profit:

Depreciation and Amortisation expense 121,178 139,029

Changes in assets and liabilities:

(Increase)/Decrease in Receivables 6,758 (14,139)

(Increase)/Decrease in Other Assets (2,304) (17,350)

Increase/(Decrease) in Payables 248,491 (111,428)

Increase/(Decrease) in Accrued Employee Benefits 8,315 8,849

Increase/(Decrease) in Other Current Liabilities 69,959 9,217

Net Cash from operating activities 480,769 169,019

NOTE 19 - Commitments for Expenditure

Fit-out of Family Room and Parents Retreat at Sunshine Coast Public University Hospital (SCPUH):

NOTE 20 - Contingent Liabilities

With proceeds of Mix FM’s Give Me 5 for Kids and Run Sunshine Coast Wishlist has committed to reimburse the Sunshine Coast Hospital and

Health Service for the cost of leasing 466m2 at 60 Wises Road, Maroochydore to accommodate the relocation of the Child Development

Service. The three year agreement ends in October 2017 and lease costs committed total $366,305 for the 2015 – 2017 financial year.

Wishlist has also agreed to fund 1.8FTE in additional staffing to temporarily sustain the growth of the Service prior to it’s permanent relocation in

2017. The total pledged in support of the staffing commitment is $846,482 to October 2017.

Wishlist had previously pledged $500,000 towards the fit-out of the Family Room and Parents Retreat supporting the Special Care Nursery and

Paediatric Ward at SCPUH. The cost of fit-out is now estimated at approximately $112,000. Wishlist will fund the fit-out of the rooms, along with

funds to sustain support of the rooms, with proceeds from the Wishlist Spring Carnival 2015.

There were no known contingent liabilities as at 30 June 2016.

Wishlist do not have commitments for financial leases nor non-cancellable operating leases. There are no lease arrangements which create any

restrictions on financing. No assets have been pledged as security for any liabilities.

All contracted capital expenditure commitments have been recognised in the accounts. Other expenditure commitments including grants and

fundraising disbursements have all been recognised in the accounts and are generally payable within 12 months.

Child Development Service:

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NOTE 21 - Financial Instruments

(a) Categorisation of Financial Instruments

2016 2015

Note $ $

Financial Assets

Cash and cash equivalents 10 2,187,666 1,698,115

Receivables 11 108,398 115,156

Total 2,296,064 1,813,271

Financial Liabilities

Financial Liabilities measured at amortised cost

Payables 15 986,868 738,377

Total 986,868 738,377

(b) Financial Risk Management

Wishlist has the following categories of financial assets and financial liabilities

Management has a credit policy in place and the exposure to credit risk is monitored on an ongoing basis. The Foundation minimises

concentrations of credit risk in so far as its transactions are undertaken with a large number of customers predominantly on cash terms.

At the reporting date, there were no significant concentrations of credit risk. The maximum exposure to credit risk is represented by the carrying

amount of each financial asset in the Statement of Financial Position.

No financial assets have had their terms renegotiated so as to prevent them from being past due or impaired, and are stated at the carrying

amounts as indicated.

(d) Liquidity Risk

Liquidity risk refers to the situation where the Foundation may encounter difficulty in meeting obligations associated with financial liabilities that

are settled by delivering cash or another financial asset.

The Foundation is exposed to liquidity risk in respect of its payables.

Wishlists activities expose it to a variety of financial risks - interest rate risk, credit risk, liquidity risk and market risk.

Whilst there is no legislative requirement for the Foundation to undergo an internal audit, the Foundation’s Finance, Audit & Risk Management

Committee ensures it minimises the risk of an inadequate internal control framework that may result in possible fraud, irregularities or regulatory

non-compliance by way of internal checklists and the review of specific finance related source documentation. The Foundation’s Finance, Audit

& Risk Management Committee is currently in the process of updating their internal audit related risk management procedures. The update will

be completed in line with the Financial Management Practice Manual.

The Sunshine Coast Hospital and Health Service Internal Audit programme included the Foundation early in the 2015-16 financial year as a one

off review, requested by members of the Finance, Audit and Risk Management Committee.

(c) Credit Risk Exposure

Credit risk exposure refers to the situation where the Foundation may incur financial loss as a result of another party to a financial instrument

failing to discharge their obligation.

The maximum exposure to credit risk at balance date in relation to each class of recognised financial assets is the gross carrying amount of

those assets inclusive of any provisions for impairment.

No collateral is held as security and no credit enhancements relate to financial assets held by the Foundation.

The Foundation manages liquidity risks through the use of cash and deposits. This aims to reduce the exposure to liquidity risk by ensuring the

Foundation has sufficient funds available to meet employee and supplier obligations as they fall due. This is achieved by ensuring minimum

levels of cash are held within the accounts so as to match the expected duration of the various employee and supplier liabilities.

The above financial liabilities held by the Foundation are generally payable in less than 12 months. This represents the contractual maturity of

the financial liabilities, calculated based on cash flows relating to the repayment of outstanding amounts at balance date.

(e) Market Risk

The Foundation does not trade in foreign currency and is not exposed to commodity price changes. Its cash deposits are in interest bearing

accounts. The Foundation does not undertake any hedging in relation to interest rate risk.

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Amount

Surplus/

Equity

(+ /- 1%)$ $

2016

Cash and Cash Equivalent 2,187,666 21,877

2015

Cash and Cash Equivalent 1,698,115 16,981

NOTE 22 - Related Parties

The following Board members held office during the financial year:

Mike Kelly (Chairperson) Greg Fahey

Kym Chomley (Deputy Chairperson) Jenny Madden

Kevin Hegarty Cos Schuh

Lisa Aitken

Graham Wilkinson

Jason Ward

Patricia Taylor fulfils the role of Board Secretary.

(g) Fair Value Measurement

The Foundation does not recognise any financial assets or financial liabilities at fair value. The fair value of trade receivables and payables are

recognised at the value of the original transaction. There are no provisions for impairment.

No Board member directly or indirectly received or is due to receive remuneration from the Foundation or any related party in connection with the

Management of the Foundation.

(f) Interest rate sensitivity analysis

The following interest rate sensitivity analysis depicts the outcome to profit and loss if interest rates were to change by +/- 1% from the year-end

rates applicable to the Foundation's financial assets and liabilities. With all other variables held constant, the Foundation would have a

surplus/(deficit) and equity increase/(decrease) of $21,877 (2015: $16,981). This is predominantly attributable to the Foundation's exposure to

interest rates on its cash deposits.

Page 17

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