This paper describes a case study of the compliance and reporting requirements of Rumbalara Aboriginal Co-operative. It demonstrates that on top of the reporting overburden, incredible complexity is introduced when single organisations work across a range of health and community service sectors and consequently have to report in different ways, on different performance criteria, using different databases, for funding from different government programs. The irony is that while co-operatives aim to build their service delivery capability in order to implement holistic responses to individual and community need, reporting to funders appears to work against this.