Annual Report 2010

2010 Annual Report

2 | Cape York Institute for Policy and Leadership

Our ultimate goal is to ensure that Cape York people have the capabilities to choose a life they have reason to value. But to make this possible,

we must restore social order, attack passive welfare, and tackle substance abuse.

Cape York Agenda

2010 Annual Report | 3

COntents

Cape York Institute For Policy And Leadership .........................................................4

Letter From the Director ..........................................................................................5

Business Model .......................................................................................................6

Policy Process .........................................................................................................7

Governance .............................................................................................................8

Policy And Research ................................................................................................9

Leadership Programs ............................................................................................11

Media And Public Debate ......................................................................................17

2010 Financial statements ....................................................................................18

sponsors, Donors & supporters ............................................................................19


CAPe YORK InstItUte FOR POLICY AnD LeADeRsHIP

The Cape York Institute (CYI) was established in July 2004 as

an independent organisation to champion reform in Indigenous

economic and social policy and to support the development

of current and future Cape York leaders. The Director of the

Institute is Noel Pearson. Its guiding framework is the Cape

York Agenda, which aims to ensure that Cape York people have

the capabilities to choose a life that they have reason to value.

Although the Institute focuses on issues in Cape York, it aims

to have a national influence.

The Institute was developed in partnership with the people of

Cape York and Griffith University, with financial support from

the Queensland and Australian Governments.

Its work falls into three broad areas: policy and research,

dissemination of new ideas in Indigenous policy, and leadership

development.


LetteR FROM tHe DIReCtOR

establishing the necessary preconditions to support economic development in

Cape York Peninsula has been one of our longstanding priorities. economic

development and the creation of sustainable employment are critical in breaking the

vicious circle of welfare dependency.

some of the greatest obstacles for the “engines of self-interest” to work for Cape York

people is that property rights, land tenure reform and home ownership remain

unresolved issues. Labour productivity, security of economic rights – including land

tenure and removing the overregulation of life in Cape York are central considerations

for our efforts to normalise investment returns and to secure improved levels of private

sector investment. this will in turn boost employment. In 2010, the Institute has

delivered important work on topics such as capital attraction, land and property rights,

and a new policy proposal for a work opportunity port.

the Institute places great importance on Indigenous leadership and recognises

the need to encourage and support entrepreneurial approaches. We will continue

to develop and expand the Institute’s Leadership Programs in partnership with our

sponsors, the Welfare Reform education agenda and in particular the Cape York

Aboriginal Australian Academy.

2010 saw the first graduation ceremony for students and members of all three

leadership programs. the success of our programs is evidenced by the positions these

graduates are taking up to apply their knowledge and experience towards securing a

brighter future for the people of Cape York.

the first decade of the Cape York agenda has been dedicated to the necessary

work of turning around the deteriorating social, economic and educational situation.

In 2011, we will start in earnest the second phase of our work, which is to revitalise the

languages and cultures of the peoples of Cape York.

Finally, I would like to thank our supporters, partners, Board of Directors and employees

for their contributions in 2010.

Noel Pearson

Director


Fundamental policy change, informed by rigorous analysis and a deep commitment

to ‘on the ground’ practicality provided the central design inspiration of the Institute.

these insights remain highly relevant. the Welfare Reform project is perhaps the best

expression of these foundation principles by CYI.

these foundation principles inform an ‘action research’ approach to CYI’s policy work.

CYI operates with a firm view that much academic work is too theoretical and lacks a

purposeful theory of social change. Importantly CYI’s work is driven by a firm forward-

looking perspective that acknowledges the likely outcomes in the absence of positive

change. Many practical initiatives in Indigenous and global development contexts are

well meaning and engaging of local communities but lack the depth of rigorous analysis,

in particular subjective evaluation. Active policy reform agendas are frequently highly

political and may lack rigour and practicality in equal measure.

Policy Reform Agenda

Traditionalacademic

research centre

Practical on-the-ground

initiatives

Not enough rigorous analysis

Not enough practicality

Not enough of a policy change agenda

CapeYork

Institute

BUsIness MODeL

CYI seeks to occupy the middle ground that intersects academic rigour, practicality and commitment to social change.


Alignment between organisational priorities and individual policy project plans has

largely been a joint function of the opportunities arising from external environments,

in particular changes in government and the over-arching goals of the Cape York

Agenda. the Agenda is the principal articulation of long term policy in Cape York.

each of the regional organisations variously subscribes to the philosophy, approach and

theory of social change. the Cape York Institute board takes an active interest in the

policy pipeline and the individual progress of projects.

the process of framing projects is dependent on available secondment resources,

competing priorities, changing political climate, demands of Welfare Reform

implementation and ultimately on personal interest. A well established process of

framing projects has emerged over time.

1. the Director identifies an issue that must be addressed. A wide circle of interested

parties, internal and external are called together for a brainstorming and discussion

session. this teases out all the angles to an issue. CYI is particularly interested in a

straight forward diagnosis of the issue or problem that accords with a sound theory

of social change that draws in equal measure on individual reciprocity, responsibility

and incentive. Attention is paid to unintended consequences of government action.

2. A sequence of brainstorming and subsequent reflection is repeated drawing on

global literature and expertise.

POLICY PROCess

Where should we direct our efforts?

• Short, medium, long-term goals?

• Current footprint?

Is there an idea to articulate and champion? If yes, then in what way?

Does the idea fit the agenda?Is there a practical application of the idea? Should we create project to explore?

Is there funding to engage this work (external or internal)? If so, when and how do we proceed?

Does a trial look feasible? If so, what is its priority? When and how should we proceed? Who should “own” the trial?

What learnings can we capture? Do we revise anything? Should the project roll-out? Where should the initiative “live”?

Agenda Engagement ArticulationResearch &

PlanningDesign &

DevelopmentImplementation

Gat

e 1

Gat

e 2

Gat

e 3

Operations

Gat

e 4


3. Formal reconciliation of the project to the Cape York Agenda.

4. Once the Director has identified a point of clarity and satisfaction a formal project

plan is developed and budget constructed.

5. Identification of appropriate resources is frequently time consuming and may

cause a considerable hiatus in progress. experience has taught us that there is no

substitute for the right team.

6. A project champion and funder are sought.

As projects pass through designated ‘decision gates’, the number of projects typically

thins out as they are not pursued. Interesting ideas do not necessarily make sense as a

fully inflated policy project.

the board maintains interest in progress of individual projects against the milestones

detailed in funding agreements.

GOVERNANCE

CYI is an indivisible element of the Griffith Business school. the CYI board is formally

an advisory board. Its members have no financial responsibilities and are not required

to make decisions in the best interests of shareholders. CYI’s two defining elements

of competitive advantage arise from these facts. Firstly, the Institute’s well deserved

reputation for financial integrity and accountability rest on the application of the

university’s finance systems and processes. secondly, the presence of senior state and

commonwealth public servants is allowed on the basis that board members exercise

no financial or other director’s duties. Despite the fact of the board’s purely advisory

function, the actual operation of the board is in line with many mainstream boards.


One of the notable events of 2010 was the extent to which Indigenous policy

debate was brought to the centre of politics despite Indigenous issues being largely

absent from the election campaign. One clear example of this was independent

MP Bob Katter’s insistence during the post election negotiations that Indigenous home

ownership and title to land should be prioritised by any Federal Government. It will

come as no surprise that these topics have been at the core of CYI’s policy work.

EcoNomic DEvEloPmENt

establishing the necessary preconditions to support economic development across

Cape York has been a longstanding priority. two of this year’s projects play a key role

in this; capital attraction and land & property rights.

Both projects are fundamentally interested in why Cape York’s economy is so

dominated by welfare and linked to the need for giving greater prominence to the role

of private capital. Labour productivity, security of economic rights – including land

tenure and overregulation of life in Cape York are central considerations to normalising

investment returns. significantly improved levels of private sector investment will boost

employment.

Capital Attraction Strategy

economic growth is grounded in return on capital and labour productivity. Both these

elements give rise to employment opportunities for individuals.

Private sector investment in diversified economies can stimulate growth in sustainable

employment opportunities. However, local enterprises still face substantial barriers to

accessing this investment in Cape York:

• Ability of new enterprises to achieve an adequate financial return is mixed

• substantial, complex regulatory burden can thwart entrepreneurial ambition

• Local factors have historically driven low labour productivity

• Insecurity of property rights undermines investment

• Asymmetry between a disparate pool of potential investors and the businesses

that require investment

CYI has examined mechanisms to attract private capital to Cape York. In particular

the feasibility of establishing a social venture capital fund to provide capital to existing

local enterprises that provides employment to Indigenous people. As part of this

work, CYI articulated the compelling social dividend that can flow from higher rates

of employment (for example, a reduction in anti-social behaviour, or an improvement

in personal health). For many investors, these profound societal consequences can

supplement the possibility of lower financial returns. they enable the investment vehicle

to occupy the gap between retail ‘ethical investment’ managed funds seeking a high

financial return with limited direct social impact and philanthropic donations expecting

no financial return but seeking a direct social benefit.

POLICY AnD ReseARCH


Land and Property Rights

In reference to the Wild Rivers debate, which dominated media’s coverage of Cape

York for most of 2010, noel Pearson argued that Indigenous people “won’t have much

to talk about [regarding constitutional recognition] if we can’t get a basic restoration of

property rights of Aboriginal people. You can’t build recognition of Indigenous people on

their contemporary dispossession.”

One of the Institute’s most important contributions to the debate about Cape York’s

natural resources, a discussion paper on Cape York’s future role in the carbon economy,

was quoted in this debate. the Institute’s paper argued that “Indigenous property

rights on Cape York are being weakened through current and proposed environmental

legislation and regulation, limiting the potential for Indigenous people to benefit from

emerging markets for carbon and biodiversity.”

As an integral part of the work on land and property rights, the Institute continues to

lead policy development for land tenure and home ownership. Overall, there has been

good progress on foundational issues for home ownership through Welfare Reform

Project Board meetings and through the Institute’s engagement with key departmental

staff. Areas of significant progress include the locking in of a market based approach for

the valuation and divestment of existing houses, the establishment of a formal review

process to deal with land ownership and valuation in Queensland Indigenous townships,

and the acknowledgement by government that significant investment is required

(by government) in the land administration system in townships areas to facilitate home

ownership and all other (private and public) purposes.

Work Opportunity Port

the ‘Work Opportunity Port’ is a new policy proposal developed by the Cape York

Institute that aims to build a social norm around work among disadvantaged young

Indigenous people. the proposal allows welfare recipients to surrender their welfare

payments in exchange for guaranteed access to economic opportunities outside

their community – opportunities that would otherwise be out of reach. the program

is voluntary in application, relies on limited additional funding and requires few (if any)

legislative changes.

othEr Policy aND rEsEarch activity

Other work initiated in 2010 included policies and research on such topics as nutrition,

Gambling, and Family Violence & Reunification which are expected to be finalised

in 2011.


the reputation and credibility of CYI’s Leadership Programs speak for themselves

and continue to attract current and potential leaders of all ages from Cape York

communities.

the success of these programs is due to a number of factors, including the initial

selection of participants, intensive and on-going case management, selection of

appropriate tutors, mentors and support officers, high standard and supportive

educational and training institutions, development of strong relationships with

stakeholders, extra curricular leadership activities, and committed staff.

Research shows that on average Cape York Indigenous students significantly under

perform compared to both non-Indigenous students and the state-wide Indigenous

average. Across year levels, they are between two and four years behind the

non-Indigenous average. the Leadership Programs are, by every measure,

addressing this education crisis in Cape York.

Collaboration and exchange between the three leadership programs is increasing and

every effort is made to strengthen it. the flow of students from HeP secondary to

tertiary, and from HePt to and from the Leadership Academy, is a clear indication of

the Program’s engagement and increase in education and training of Cape York people.

this year saw the first graduation ceremony for students and members of all three

leadership programs. this was a significant event as it combined the highest number

of HePs graduates since the start of the program, and the first CYI acknowledgement

of the tertiary and Academy graduates.

CYI places great importance on Indigenous leadership and recognises the need to

encourage and support entrepreneurial approaches as a way to enhance life and

maintain culture in Cape York. CYI will continue to develop and expand Leadership

Programs in partnership with the Welfare Reform education agenda and with the

support of its sponsors; private, corporate and government.

LEADERSHIP PROGRAMS


the Cape York Leadership Academy is one of Cape York Institute’s leadership

programs. Its mission is to strengthen and support leadership capabilities at all layers

and levels of community life through sustained, holistic and sharply focused education

and training centred on individual needs, roles and aspirations.

In 2007, the Institute piloted a highly successful and innovative leadership development

and training initiative: the Cape York Leadership Academy. the Academy is designed

to complement noel Pearson’s policy agenda and based on the recognition that no

change will be sustainable unless local leaders are willing and capable of driving and

owning the agenda at the grass-root level. the Academy develops local leaders;

gives them skills, builds their confidence and provides opportunities for them to network

with other leaders, both Indigenous and mainstream.

since its commencement in 2007, over 200 current and potential leaders from Cape

York communities have attended workshops on various topics related to their personal

and professional development. Membership to the Academy is a serious commitment

and is monitored on a regular basis to ensure that members comply with the conditions,

including attendance at workshops.

the Leadership Academy offers a model of leadership development that is innovative

and more comprehensive than current alternatives, by focusing on individual rather then

collective professional development.

since its inception the Leadership Academy has become a beacon of leadership and

change management to its members in 18 Cape York communities, hosting 90% of

its membership in full-time employment. Membership occupations vary from mayors,

councillors, managers, project officers and justice group coordinators, to name a few.

there are literally well over 100 heartfelt and courageous stories from Leadership

Academy members personally describing the benefits of participating in the leadership

programs.

the primary focus of the Cape York Institute is to assist the capacity and capabilities of

individuals and their generations. As a result we not only see adults grow, strengthen

their resilience and become self determined in their future, but they also inspire a legacy

of positive change in education, health, and responsibility within their families and

communities.

the table below outlines the statistics from 2008-2010

years 2008 2009 2010

members 69 136 97

tier 1 16 19 15

tier 1 studying 3 7 + 3 continuing 4 + 10 continuing

transition to hEPt full time tertiary study

2 2 nA with guideline changes to HePt


some organisations, that have several employees registered as members, approve

workshop attendance on a rotational and training needs basis. In 2010, this was the

case for Cape York Land Council, Balkanu Cape York Development Corporation, the

Police and Citizens Youth Club (PCYC), Indigenous Officers Program and the napranum

Men’s and Women’s group, Cape York Partnerships and Malaruch Alingith Corporation.

While most organisations can access some funding for accredited skills based

education and training, sourcing funds for personal and professional leadership training

is more difficult. the personal development component of the Academy’s program

may be difficult to quantify but there are numerous stories of personal achievements

in confidence building, assertiveness, communication and leadership. the support of

mentors has also been invaluable. 10 tier 1 members have professional mentors who

have various levels of engagement with their mentees, some of whom have visited each

other and have regular contact.

In July 2010, the first workshop held in a community was hosted in Wujal Wujal. Its

success exceeded expectations, including the attendance of sponsor, Ian McCauley,

who traveled by bus with participants and attended the first day of activities. All aspects

of the visit were well organised and very well received, including the two day workshop

which was also attended by non-Academy members from the community. As well

as workshop specific elements, the program included a Welcome to Country at the

accommodation site at Ayton, another Welcome to Country by the traditional owners at

Wujal Wujal, afternoon tea with Council staff, community BBQ, visits to significant sites

around the community and a dinner for all workshop participants.

the Academy has been privileged to have the McCauley family as the sole sponsor for

three years. the Leadership Academy attracted two new sponsors in 2010, skytrans

Airlines and John t Reid Charitable trusts.


higher Expectations Program – secondary (hEPs)

the mission of the Higher expectations Program (HeP) secondary is to identify and

support academically talented Indigenous students from Cape York communities, Palm

Island and Yarrabah to complete secondary education and progress to tertiary studies.

the partnership between the Macquarie Group Foundation (MGF), the Department

of education, employment and Workplace Relations (DeeWR) through its Indigenous

Youth Leadership Program (IYLP), and the Cape York Institute, enables students from

Grade 8 through to Grade 12 to attend Queensland’s leading boarding schools. It also

assists students through an often difficult social and educational transition process.

the support strategy allows students access to tutors, mentors, role models, weekend

home stay families and counsellors.

this year, 36 students were enrolled at eight elite partner schools in five locations

throughout Queensland. 26 students were continuing from 2009, with 10 new students

joining the program. to date, 16 students have graduated, completing Grade 12 and

continuing further tertiary studies or employment.

Of the seven graduates in 2010, two continued onto University studies as part of the

HePt program, two commenced traineeships and three gained employment in various

organisations in their communities.

Before 2006, only seven out of approx 200 students per year from 16 different

communities in the Cape, were graduating with a senior certificate. One to two students

were passing without OP score attempts and an average of one to two going onto

further studies.

this year, seven students graduated from HeP, who had been on the program for the

past five years, and five students sitting for OP scores. students were two-three years

behind when they commenced with HeP, particularly in english and Math. studies were

difficult for students considering they had to adjust to a new environment away from

home. However, when graduating, all students expressed they wished it wouldn’t come

to an end.

the success of the program is its holistic approach focusing on the relationships

with students, their families, communities, schools, sponsors, stakeholders, and the

well being of students. this is achieved through individual case management of both

academic and personal needs.

A HePs Leadership Workshop was held in september at a student retreat facility on the

Atherton tablelands. the workshop covered areas such as goal setting, team building,

supporting peers, leadership and mentoring for the younger generations. the program

also included raft building, abseiling, orienteering, a challenging obstacle course, and

educational tours. students broke records for the obstacle course, hill slide and raft

building previously held by other visitors to the Mungalli Falls facility. For this particular

workshop, four academically outstanding students from Djarragun College were

included as part of CYI’s support to Djarragun’s new academic stream.


higher Expectations Program – tertiary (hEPt)

HePt targets talented Cape York Indigenous school leavers with the highest

achievement and leadership potential, and provides them with long-term support in

undertaking a successful tertiary career. the program aims to maximise the participants’

opportunities for educational achievement, career development and effective leadership

within their communities.

HePt not only offers practical material assistance through scholarships, it also

strengthens students’ academic, social and emotional capabilities. the program builds

individuals leadership, problem-solving and collaborative networking skills. Participants

receive a combination of holistic case management, leadership training and professional

mentoring. the program places strong family support and community identity at its

core, and upholds each participant’s return contribution to their homeland of Cape York

at the heart of its operations.

A review conducted by social Ventures Australia stated that, ‘the programs unique

value-add in comparison to other general Indigenous scholarship programs is that it

focuses on leadership development as part of its program activities’.

the program experienced a period of instability after it was first launched in 2005;

however student withdrawals have since significantly reduced. In June 2010,

22 students were enrolled in University and tAFe programs, with representation from

seven Cape York communities and Yarrabah. the september 2010 enrolment added

a further 17 students to University and tAFe programs. Four students completed

their courses in December 2010. One student who experienced problems with work

placement assessments deferred her graduation until end of semester one, 2011.

Another student did not complete the course requirements and has withdrawn from

the program. In total, five students withdrew from HePt in 2010, mainly for personal

or family issues and non-academic compliance.

Changes to IYLP tertiary scholarships now include studies at a combined institute

of technology/university, and studying a degree or diploma course with a full-time

workload for students who are 25 years and younger. As a consequence of this age

limit, funding will need to be sourced in 2011 for six current students in order to enable

them to complete their education.

the July HePt leadership workshop was held in Cairns. the workshop program

included sessions on health and wellbeing; Arbringer conflict resolution training with

cultural integrity; ‘success with Attitude’; study techniques and volunteering. those

who attended the workshop found it useful in terms of networking with other students,

sharing stories regarding their studies, meeting members of the Academy, and learning

new skills to improve their studies.

the beginning of 2010 saw a reduced commitment of funding from sponsors, with funds

from three main sources: Indigenous Youth Leadership Program (IYLP) through DeeWR,

the erica Foundation, and the final instalment from the Rio tinto Aboriginal Fund.


In 2010, noel Pearson continued his critique of conventional policies for social

justice. Redistribution is necessary, but our experience shows that large pockets of

disadvantage remain after decades of welfarist redistribution. self-interest, Pearson

has argued, is the key to social uplift. In his John Button Oration, Pearson pointed out

that “the tendency of black and white members of the middle-class left to maintain

illusions about our solidarity with the interests of lower classes, is one of our central

problems”. social progress cannot rely on “other-regarding policies” devised by

“bourgeois” left-liberals. “When it comes to social progress,” Pearson contended,

“no matter how big and powerful the engine of government might be, it is the numerous

engines of self-interest that lie dormant in the breasts of the disadvantaged that must

power people up the stairs of social progress”.

to his alternative policies for social uplift, Pearson has in 2010 added the “singaporean

approach.” He concluded in his sir Ronald trotter Lecture that “the great difference

between the singaporean approach and that of the welfare states of the western world

was, as [former singaporean leader] Lee Kwan Yew writes: ‘We chose to redistribute

wealth by asset-enhancement, not by subsidies for consumption’.”

some of the greatest obstacles for the “engines of self-interest” to work for Cape

York people is that property rights, land tenure reform and home ownership remain

unresolved issues. In several articles and speeches, Pearson has criticised the

Labor–green connivance that has led to the Wild Rivers legislation, and advocated

housing and land tenure reform.

Another main development in Pearson’s analysis is his reformulation of the

“conservative” element in the Cape York analysis (see The Weekend Australian

31 July–1 August, 2010). In the original documents and speeches that defined the

Cape York Institute’s agenda, it was explained that the agenda combines conservative,

social democrat, and liberal elements: social norms, provisioning of opportunity

and incentives. the conservative component of the agenda must however also

include, Pearson has said in 2010, that Aboriginal Australian heritage – perhaps most

importantly Aboriginal Australian languages – are retained and officially recognised.

Public performances

Reconciliation and the republic

Sydney Festival, 13 January 2010

Speech to the American Bar Association

Sydney, 8 February 2010

Nights when I dream of a better world – 2010 John Button Oration

Melbourne, 7 September 2010

Pathways to prosperity for indigenous people – Sir Ronald Trotter Lecture 2010

Auckland, 2 November 2010

MeDIA AnD PUBLIC DeBAte


Publications

Labor connives with green alliance to control

indigenous growth

The Weekend Australian 16–17 January, 2010

Fattest hand is first in the till


When welfarism takes over, disaster will follow


Social housing model rips the heart out of

indigenous communities

The Weekend Australian 6–7 February, 2010

Rudd should defend his legacy, not Bligh’s law

The Australian 11 February 2010

It’s uplifting to stand on ceremony

The Weekend Australian 20–21 March, 2010

Some magic bullets for education

The Weekend Australian 27–28 March, 2010

Abbott’s bill would reverse the injustice of

Wild Rivers laws

The Weekend Australian 3–4 April, 2010

Cape York Aborigines go into a divided wilderness


Give power to our people


Senators, start up the intangible engine of

human motivation


Education reform lies buried under the morass

The Weekend Australian 8–9 May, 2010

Challenges of the First World


The poor remain economic military conscripts


Promise of Mabo not yet realised


Aborigines need to turn radical


Obama misses a historic opportunity


For economic progress, lean to the right


Macklin leads way with conditional welfare

The Australian 23 June 2010

A question of basic duty and financial trust

The Weekend Australian 17–18 July, 2010

Adam Smith and closing the gap

The Weekend Australian 24–25 July, 2010

Conservatism, too, is relevant to our culture

The Weekend Australian 31 July – 1 August, 2010

Indigenes still in the political wilderness

The Weekend Australian 7–8 August, 2010

Failed party in search of a purpose

The Weekend Australian 4–5 September, 2010

Right crucial to Aboriginal reforms


States addicted to pokie profits


Decision is in: Wild Rivers laws stink

The Weekend Australian 2–3 October, 2010

Mate, there’s a job to be done

The Weekend Australian 2–3 October, 2010

Indigenous people taken out for a spin

The Weekend Australian 4–5 December, 2010

A way forward for Aborigines

The Australian 8 December, 2010

Progress brightens indigenous prospects

The Weekend Australian 18–19 December, 2010

The fight of his life

The Australian 24 December, 2010


2010 FInAnCIAL stAteMents

GRIFFItH UnIVeRIstY CAPe YORK InstItUte FOR POLICY AnD LeADeRsHIP

STATEMENT OF RECEIPTS AND EXPENDITURE FOR PERIOD 01/01/2010 - 31/12/2010

2010

InCOMe Queensland Government Funding 500,000 Commonwealth Government Funding 500,000 Other Projects/Programs 1,107,331 note 1

sundry Income 2,203,937 note 2

total income 4,311,268

eXPenDItURe salaries 1,547,371 Advertising and Promotion 28,592 Appointment expenses 22,077 Consultancy 89,631 Consumables 8,732 equipment and Furniture 11,849 external Grants and third Party Payments 28,787 Hospitality 49,731 Long term Lease and Utilities 89,765 Maintenance 38,091 Motor Vehicle expenses 27,827 Other expenses 1,496 Postage and telecommunications 54,254 Printing and Publication Design 3,225 staff Development 19,877 student expenses excursions and Field trips 10,212 scholarships 579,310 surveys 150 subscriptions and Reference Materials 3,067 travel staff 136,738 non staff 287,348

total Expenditure $3,038,130

annual surplus/(Deficit) $1,273,138accumulated surplus/(Deficit) $2,564,970 notes 3 & 4

I have prepared the above statement of receipts and expenditure in accordance with Generally Accepted Accounting Practices in Australia and certify that it accurately reflects all the income and expenditure related to the Cape York Institute for Policy and Leadership.

I also certify that all funding received was expended for the purpose of the project and in accordance with the contractual requirements; salaries and allowances paid to persons involved in the activity are in accordance with the applicable award.

R. V. SrinivasanDirector, Planning and Financial ServicesGriffith University

Note 1: Largely for Higher Expectations and includes Commonwelath funding for IYLP students

Note 2: Includes $444,000 Bequest

Note 3: Cash balance made up of:

– $233,709 with respect to Core Funding Agreement– $825,303 with respect to Higher Expectations (Secondary)– $220,443 with respect to Higher Expectations (Tertiary)

initiative– $187,619 with respect to Leadership Academy– $22,612 minor student education related projects– $26,284 with respect to Welfare Reform Enhanced

Support Services Project– $605,000 with respect to Macquarie Foundation– $444,000 with respect to Bequest

Note4: Accumulated Surplus includes 2009 closing balance


We would like to thank all our sponsors for their commitment to the journey of providing

opportunities for our future leaders.

• Griffith University

• Australian Government

• Queensland Government

• Indigenous Youth Leadership Program

• Macquarie Group Foundation

• Ian and Di McCauley and Family

• the erica Foundation

• John t Reid Charitable trusts

• skytrans Airlines

• Rio tinto

sPOnsORs, DOnORs & sUPPORteRs

Telephone +61 7 4046 0600 | Email [email protected] | www.cyi.org.au

Documents

Annual Report 2010