campbell page annual report 2013

FOCUSEDSKILLEDEMPLOYEDINSPIREDSEENHEARDUNDERSTOODMOTIVATEDSOMEBODY

Annual Report 2013

WE ARE IN THE BUSINESS OF BELIEVING

Campbell Page LimitedACN 120 363 635

04 WHAT WE BELIEVE IN

06WHO WE ARE

08WHAT WE DO

12 THEORY OF CHANGE

16 CHAIR REPORT

17 BOARD AND LEADERSHIP TEAM

18 CEO REPORT

20HIGHLIGHTS/PROGRAM REPORTS

32FINANCIAL REPORT

CONTENTS 1

2 Campbell Page Annual Report 2013

As one of Australia’s largest national secular charities, Campbell Page is making a signifi cant impact every day. We provided assistance to over 80,000 people this year across regional and metropolitan Australia.

INTRODUCTION 3

GETTINGAUSTRALIAWORKING

INTO PAID JOBS

200,000 PEOPLEVision

Purpose


DO WHAT’S RIGHT

WE’RE IN ITTOGETHER

PROMISE DELIVER ON OUR

NEVER GIVE UP

ANYTHING’SPOSSIBLE

Values

DARE TO BE DIFFERENT

We believe work is central to a healthy, resilient society. We are here to wage war on poverty, creating the conditions to achieve personal independence by enabling people to:

COMPLETE THEIR

GAIN WORKPLACE SKILLSFIND & KEEP

A JOB

EDUCATION

Mission

TO WORK READINESS

OVERCOME PERSONALCHALLENGES

WHAT WE BELIEVE IN 5

WHO WE ARE


Campbell Page is a not-for-profi t organisation fi ghting against poverty.We help people in diffi cult situations overcome personal challenges and fi nd work.

While each person’s situation is unique, the people we assist often need help with:

Getting life back on track Completing education to gain work Learning workplace skills Finding the right job and keeping it

We are passionate about getting people back into education and into work.

First, we are fi ghting to eliminate Australia of poverty. Our part in the fi ght is to create the conditions for people to break free from poverty and achieve personal independence.

Secondly, we believe work is central to a healthy, resilient society. With each person we successfully help, the overall wellbeing of their community improves. Person by person, year by year, it all adds up to a better society.

We’re proud of our role in helping Australians out of poverty and into work for the past 28 years…

It’s a proven track record and one which continued throughout 2012–13.

WHO WE ARE 7

We help people in tough situations to regain their independence.

We do this by helping them overcome personal obstacles and learn the skills they need to fi nd and keep a job.

It might be personal, health or fi nancial issues holding them back. Whatever it is we work with them to overcome it through our Theory of Change.

So whatever the age, background, strengths and challenges each person faces, we work in a way that responds to their situation. It’s a simple fact that means some people enter our service at different points to others.

Whoever the person, we give them the opportunity to learn new skills and overcome their particular obstacles. We strive to give them everything they need to move their life forward.

And for those who are ready for work and start a new job, we aim to support and advise them for at least the fi rst year.

It’s all part of our commitment to giving people everything they need to achieve personal independence.

By doing that we help them break free from a cycle of poverty.

WHAT WE DO


WHAT WE DO 9

Several months ago, Ben’s* life was going nowhere fast. Disinterested and diffi cult, he made it clear that he would resist our efforts to get him into work every step of the way. And he did for a while. But now a Leading Hand on a 7 year contract with a Concrete company, his attitude and dreams for the future couldn’t be more positive.

The turnaround came through personal support, persistence and understanding of our committed staff.

Beneath the tough exterior, he was sick at heart of not being able to afford the things his kids needed. So he started attending appointments, accepting advice and setting goals that could change all that.

Together we worked hard at building his interview and engagement skills. When he was ready, we organised a pre-employment program with a Concrete company in Ben’s area, arranging for his assessments to be done verbally to overcome his literacy barriers. Ben passed all of them with fl ying colours and was invited to a week’s work trial where he was able to showcase his new positive attitude and commitment. This didn’t go unnoticed by the boss, who offered him a permanent full-time role. In the words of the employer: “I knew you had a job here on your second day”. *Name changed

Since then Ben has gone from strength to strength and is more than happy to recognise the part Campbell Page has played in helping him achieve beyond expectation.

BEN’S STORY


When someone says to you “For the fi rst time ever, I feel safe”, you know you are making an important difference.

That’s what happened with Simon*. He came to us as a 15 year old, already world weary from a history of domestic violence, broken homes and truancy.

Bullied mercilessly at school for being overweight and for under performance, we fi rst stepped in to build his skills in Numeracy and Literacy. But following bullying that left him hospitalised, we brought the stakeholders together to develop a better solution. Now Simon is in an alternate education program where he receives daily on-site tuition, mentoring and regular counselling. And we provide alternate transport so he’s not bullied on the school bus.

Three months on, he is new young man — confi dent and fully engaged, he’s on track to complete his education, even taking part in some community volunteering. *Name changed

Seeing Trudy* confi dently perform in front of thousands of people, it’s hard to believe that just a few months ago she felt life was on the rocks.

The combined weight of family responsibilities and diffi culties, lack of income and poor health had put her in hospital. Struggling with depression and in need of a job, she eventually came to us for help, but as Trudy says, her “walls were up and no one could get through”.

Thankfully, we were able to penetrate those walls and build a bond of trust and respect. For several weeks we worked with Trudy to build her confi dence and encourage her to follow her dreams as a singer. When the opportunity came up to audition for the TV show The X-Factor we convinced her to give it a go. And when she was accepted from thousands of entries, our consultant accompanied her to the Sydney show to provide support.

Trudy didn’t make it through to the fi nals — but that wasn’t the point. What she had done was rediscover herself and her confi dence. Since then she is performing to sell out shows and writing her own material. *Name changed

Trudy’s story

Simon’s story

Trudy would say she now believes in herself. And so do we.

Simply put, his attitude and his options couldn’t be better.

WHAT WE DO 11

THEORY OFCHANGE

STRO

NG

FO

UN

DAT

ION

HEALTH

&WELLBEING YO

UN

G

PEO

PLE

IN S

CH

OO

L

EARLY LEARNINGFOR COMMUNITIES

SECURITYPERSONAL

FINANCIALSECURITY

FOR ALLMATRICULATION

ALTERNATIVE LEARNING MODELS

1 2

EDUCATION

STABILISATION

12,106People Stabilised

4,459People Educated


TRAINEESHIPS

VO

CAT

ION

AL

TRA

ININ

G

WORKEXPERIENCE

EMPLOYED

&ECONOMICALLYINDEPENDENT

( FO

R A

T LE

AST

12

MO

NTH

S A

ND

ON

GO

ING

)APPRENTICESHIPS

THE RIGHTBUILD

SKILLS VOCATIONAL

APPLYING FOR

WORKBROKERINGPLACEMENTS

SUPP

OR

T PL

AN

S

INW

ORK

SUPPORT EMPLOYERS& CLIENTS

INDEPENDENTFINANCIALLY

3 4

ULTIMATE

SKILLINGAND SUPPORT PLACEMENTEMPLOYMENT

OF

THE C

OM

MU

NIT

Y

5CONTRIBUTINGTO THEECONOMIC

RESI

LIEN

CE

HEALTH &

15,569 People Into Work

39,128People Skilled

THEORY OF CHANGE 13

IT ALL STARTS WITH BELIEF


This has been a year of change, challenge and preparation as we position Campbell Page for the next phase of the organisation’s strategic development.

CHAIR REPORT 15

CHAIR REPORT

This has been a year of change, challenge and preparation as we position Campbell Page for the next phase of the organisation’s strategic development.

We have made signifi cant fi nancial investments in a number of areas, both in embarking on our Strategic Plan to 2020 and in addressing structural issues confronting the industry as a whole.

We have implemented a new service delivery model designed both to provide effective personal service to our clients and to meet the requirements of a rigorous administrative, compliance and governance framework.

Because we believe in transparency and good corporate governance, the Board has adopted the Australian Stock Exchange (ASX) Corporate Governance Council’s Corporate Governance Principles and Recommendations which, although designed for a listed company, set out modern best practice applicable also to the Not-for-Profi t sector.

We have undertaken a detailed review of our entire Governance framework during 2013, reviewing our Board structure and composition, adding to and enhancing the skills we need to have as Directors, and the continuing program of both external and internal performance assessment.

The not-for-profi t sector has also seen the launch of the newly established Australian Charities and Not-for-Profi t Commission (ACNC) which commenced operations on 3 December 2012. We are updating our Board Charter to ensure that it refl ects not only best practice, but also takes into account the ACNC’s own Governance Standards which came into effect in July 2013.

In the months ahead the governance section on the Campbell Page website will be enhanced to include much more information about how our Board and organisation operate.

In addition to this, the Board has conducted a formal review of the Campbell Page Constitution and has prepared a number of amendments which will be presented to our members for approval at the 2013 Annual General Meeting. These amendments relate to the overall governance of the Company, and refl ect our need to meet the challenges of effective, contemporary corporate governance standards.

We are confi dent that the investments made this year in our systems, processes and structures will provide the foundations for Campbell Page to continue to develop and grow to 2020 and beyond.

The Board would like to recognize the great work of our frontline staff and the challenges that they operate under. We know what they are doing really matters — that they make a big difference to people, our communities and our organisation. Appreciation is extended also to the management team.

We have confi dence that the organisation has responded positively to the investment in our future and that Campbell Page will continue to be a leading community based, secular, not for profi t force with the commitment to get Australia working and build healthy resilient communities.

David HawdonChair


BOARD AND LEADERSHIP TEAM

Board of Directors

Group Executive

David Hawdon Jane Schwager AO Frank Bottomley Pamela Catty

Phil Armstrong Thomas Slockee Nirmal Hansra

Xavier CrimminsChief Executive Offi cer

Dale CleaverChief Operating Offi cer

Chris MowdayChief Financial Offi cer

BOARD AND LEADERSHIP TEAM 17

CEO REPORT

This year has been one of the most fi nancially challenging I have seen within the Employment Services industry. The industry continues to face challenges on a number of levels.


Campbell Page in its journey as an organisation has had its good and challenging times.

I must say that this year has been one of the most fi nancially challenging I have seen within the Employment Services industry. The industry continues to face challenges on a number of levels.

The policy underpinning the contracting environment is driving a much tighter, administratively complex and high compliance framework.

Combined with a decline in job opportunities for the clients we serve, this necessitated Campbell Page signifi cantly modifying our cost base in line with declining revenues, but to also ensure we continue to invest in the right things. As such, we redesigned our management structure and service delivery.

While the end of year result shows a negative EBITDA refl ecting the adjustment period in the earlier three quarters of the year, I am pleased to say these strategies saw a signifi cant turnaround delivering a consistent positive EBITDA in the last quarter.

This will also mean we will see a signifi cantly different result in the positive next fi nancial year.

Importantly, although we have made cost reductions we continue to invest in the right things that will ensure we have a sustainable future. We have invested in new governance, quality systems, structures and processes.

As a result, we have embedded major improvements in how we manage the organisation:

Quality and governance systems and processes, leveraging the best of our community and employment services work, and providing support to our frontline staff

Our structure and service model meets the challenges of our environment and drives positive outcomes for clients

Staff development and training has been a primary focus to ensure we have a skilled and energetic team assisting our clients

These investments will continue into the next year and will build the strong foundations for the long term sustainability of Campbell Page within our sector.

New BrandI am pleased to use this year’s report to introduce the new Campbell Page brand; it’s fi rst public exposure in Australia. This is one of the initiatives from our strategic plan to better communicate who Campbell Page is and what we are about.

The new brand is the result of consultation with many people both within and outside Campbell Page over this past year and I believe it better refl ects our Purpose, Mission and Values.

This means the word BE will become a focal point for Campbell Page, drawn both from our name and our Mission. This is an exciting development and will gradually roll out over the next 2 years.

Partnering for successLooking to the future and building on our philosophy of strong partnerships, Campbell Page is pleased to join Palm Island Community Company and Coolgaree Aboriginal Corporation in providing the Remote Jobs and Communities Program to Palm Island residents. This is the fi rst time we have delivered employment services in a remote region and we are very excited to be involved in such an exciting opportunity to make a difference to the people of Palm Island.

Achieving results As one of Australia’s largest national secular charities Campbell Page is making a signifi cant impact every day. We provided assistance to over 80,000 people this year, across regional and metropolitan Australia.

We have continued to wage war on poverty experienced by many, knowing that work is central to healthy, resilient communities. We have put into practice our Theory of Change, focusing our suite of services on building the stability, education, skills and experience to move people into work and help them remain there.

The personal stories throughout this report refl ect how these four key initiatives change lives.

With thanksOnly with our committed staff and volunteers working in communities throughout Australia, can results like these be achieved. Thank you once again for getting in and fi nding solutions to each individual’s unique challenges. It is during challenging times that leadership is tested and I thank both the Executive Team and the Board for their leadership and support throughout the year — support that has been second to none.

Xavier CrimminsCEO

CEO REPORT 19

A BEACON OF HOPE


Campbell Page is making a difference every day… We have continued to wage war on poverty experienced by many, knowing that work is central to healthy, resilient communities.

HIGHLIGHTS 21

Youth Connections With funding from the Department of Education, Employment and Workplace Relations, and working closely with local schools, the Campbell Page Youth Connections supported 1,328 individually case managed young people, to continue or re-engage with their education.

Delivered across the South Coast, Central and Lower Murrumbidgee regions of NSW and the Queensland West Moreton region, our one-on-one case management approach assists at risk students or severely disengaged young people to build resilience and confi dence. This allows them to focus on gaining year 12 or an equivalent qualifi cation.

One of our big successes this year has been the accreditation of four separate Distance Education Centres operating across our Youth Connections regions in Cootamundra, Young, Tumut and Eden. Local high schools are a major partner and contributor to the success of these centres. These are in addition to a further seven Learning Centres that support a distance learning environment for OTEN and tutorial support.

One example is the Re-engagement Centre in partnership with the Laidley Youth Centre, Queensland. This service is working with young people completely disengaged from school right through to those young people still at school but needing support with homework and tutoring. One on one case management is also provided to address other issues that the young people may be facing.

All are producing great results in providing alternate education arrangements for young people.

But we don’t just rely on schools for referrals or for young people to come to us. We also planned and delivered 370 outreach and re-engagement activities, aimed at “fi nding” severely disconnected young people.

Together, these attracted 1,822 registered Youth Connections participants and a total of 16,348 young people shared in the activities and programs.

We also facilitated a further 484 Regional Coordination activities, harnessing the combined reach of service providers across our contract regions to develop coordinated and integrated service delivery for young people at risk. As an example, community feedback told us that a lack of social events for young people with disabilities and their families had been a long-term concern for many on the South Coast of NSW. So Campbell Page and the Pambula Surf Life Saving Club Committee fi lled this gap by working with all stakeholders to bring a bi-monthly social event called DanceAbility to Pambula. All involved are delighted with the result. The event has received strong support from the Hon Andrew Constance, local State member for Bega and then Minister of Ageing and Disability, who attended the fi rst event.

Innovative Community Action Networks (ICAN)When young people start to disengage with school, they are often struggling with complex issues. Some are experiencing homelessness, ill health, alcohol and drug abuse, family problems and interpersonal issues. Other young people, acting as family carers, fi nd it diffi cult to engage with an education system that lacks the fl exibility to accommodate them. Often young people are grappling with a raft of barriers, each intertwined with the other.

In South Australia, Innovative Community Action Networks (ICAN) are an important form of assistance.

Delivered with funding from the SA Department of Education and Child Development, the Campbell Page ICAN worked with 188 disengaged young people in Northern and Southern Adelaide, assisting 158 to remain in education; 63 to complete a Certifi cate level qualifi cation, and 6 to successfully complete 12 months in full time employment.

Innovative ways to reshape learning pathways through intensive case management, individual learning and development plans along with access to our fl exible learning centre’s teachers, tutors and accredited vocational training were instrumental in our success.

Highlights

COMMUNITY SERVICES


Achievements beyond expectations.

When Stan* fi rst came to our Flexible Learning Options (FLO) program he was withdrawn and shy. He had pretty much dropped out of school and he wasn’t making it any easier for himself by not speaking about his issues or involving himself in activities.

But FLO brought new opportunities to tap into his interests and provided a new model of learning that worked for him where school could not.

We’re pleased to say that Stan is now fully engaged and has grown in leaps and bounds. He’s completing his school work, playing football and made many new friends. He even has a part-time job with the possibility of advancement on the basis of his leadership and high standards; signifi cant achievements beyond his expectations earlier in the year.*Name changed

One of our big successes this year has been the accreditation of four separate Distance Education Centres

COMMUNITY SERVICES 23

The Links to Learning ProgramsWith funding from NSW Department of Education and Communities, our Links program works with unemployed early school leavers. Operating in the Eurobodalla, Shellharbour and Shoalhaven areas, we assisted 137 young people to improve their further study and employment options by re-engaging with learning and building personal and workability skills.

Our programs have a practical focus on the retail or hospitality sectors and place an emphasis on having fun together. This presents a non-threatening opportunity for learning that sees each participant develop their vocational skills along with future pathways for potential study and employment.

Moruya Youth Refuge With funding through the NSW Department of Family and Community Services (Supported Accommodation Assistance Program) the Campbell Page Youth Refuge provided crisis accommodation, emergency assistance and subsequent individual assessment and case management to 105 young people aged 14 to 17 years.

Operating from a purpose built facility at Moruya NSW, our skilled staff provided a lifeline of support to youth in crisis to build decision making and develop life skills in a structured home routine and environment. Residents are supported to re-engage in education, resume family relationships, begin training or to obtain employment, thereby developing a stable positive foundation for the future.

Moruya Youth Centre With funding from the NSW Department of Family and Community Services, at year’s end the centre had attracted 79 young people as members and provided 1,463 occasions of service. During the year our centre relocated to new premises in the town’s main street and this allowed Campbell Page to offer a more diverse range of events than ever before.

All members received information and support across a range of social areas including health subjects particularly relevant to young people. Such issues are aired in a non-judgemental environment allowing open sharing of facts, consequences and choices. Leadership and community responsibility are encouraged. For example, a group of young people from the Moruya Youth Centre are part of a Land Care project to protect and beautify local landmarks and nature reserves. Other programs, such as Path of Thoughts and Youthful Living were also well attended, allowing the opportunity to distribute relevant information and make referrals to appropriate services in a casual relaxed atmosphere.

The Eden Youth CentreWith joint funding from the NSW Department of Family and Community Services and the Australian Government Department of Health and Ageing (under the Rural Health Program) the Eden Youth Centre attracted a membership of 174 young people and hosted a wide range of activities and programs.

Structured programs and initiatives developed at the centre include a virtual business program where participants ran every aspect of a commercial business online; a monthly Community Radio Program where young clients produced a radio show including interviews with local businesses, artists and musicians; as well as a community garden and furniture restoration project. A generalist counsellor based at the centre lends professional, friendly support to young people and their families.

During the year, the Eden Aged Care Program involved young people visiting residents at the local aged care facility with Pet Therapy Dogs trained by our young people. Many elderly residents have forged strong bonds with both the pets and the young people and the activity helps to break down generational barriers and build new relationships. Our popular “Youth’s Got Talent” night again successfully showcased the skills and abilities of youth on the South Coast of NSW providing an opportunity for the community to see our youth in a positive light.

The Eden Community HubWith funding from the NSW Department of Family and Community Services the Eden Community Hub consolidated its role as a one-stop-shop with an important role in drawing services together and ensuring people in need do not “fall between the cracks”.

During the year the Hub assisted 794 clients, providing 6,104 occasions of service. The Hub also provided a location from which a range of community based and visiting services could operate as well as enabling self-help groups to contribute to community capacity building — these include the Suicide Prevention Network, Mental Health Network Service Group, Youth Services Network and the Koori Services Network.

The Community Capacity Building Program With funding from the NSW Department of Family and Community Services our program helps in building the capacity and resilience of communities in four NSW regions — Queanbeyan, Tallaganda and Yarrowlumla, Cooma, Bega and Eurobodalla Shires. Campbell Page assisted 398 families with children aged up to eight years.

Highlights

COMMUNITY SERVICES


Leadership and community responsibility is encouraged

The best outcome possible.

Aged in his 40s and with an intellectual disability, Tom* was keen to fi nd a meaningful way of contributing to the community. His case manager came to us for help and ideas.

Noticing his love of the outdoors, we engaged Tom in our Community Hub Garden development and maintenance program. With the support of our on site mentor and tutor, Tom spends at least 2 hours each week with our team. With an energy and enthusiasm that has inspired all of us, Tom has assisted in establishing a Serenity Garden, Vegie Patch, Indigenous Bush Tucker Garden as well as construction of a greenhouse.

Tom never misses a day — in fact he is always early! We look forward to his visits as much as he does and without doubt, he has become part of our great team.*Name changed

COMMUNITY SERVICES 25

Boonjaga Munggurra Eurobodalla Aboriginal Reconnect ServiceFunded by the Department of Families, Housing, Community Services and Indigenous Affairs, our Reconnect Service provided 94 Indigenous families within the Eurobodalla with case management, counselling, mediation and referral to support services to re-establish and strengthen the family unit.

As an early intervention program working with at risk or homeless Indigenous youth, it’s great to report that 70% of clients left our service with stable accommodation and that 96% stated they had improved family functioning.

The program was also successful in harnessing community resources to reconnect clients with work, education, training and the community. For example, in partnership with local Indigenous service Katungal, we are working together on outreach activities as well as hosting a number of engagement and education workshops/social ventures that attract clients and link them to much needed support.

The Eurobodalla Aboriginal Youth ProjectFunded by the NSW Department of Family and Community Services, our Youth Project provided 95 Indigenous young people with support options and referrals.

Through advocacy and coordination of appropriate training, counselling, personal development programs and employment strategies, the project assisted them to overcome social, personal and educational barriers and to build independence.

This is evidenced by 71 young Aboriginal people stating they had increased levels of self esteem on exiting the project — a crucial platform to a brighter future.

The Indigenous Community Links ProgramFunded by the Department of Families, Housing, Community Services and Indigenous Affairs, Indigenous Community Links has continued to evolve since conception, blossoming into a program that underpins many of the other services currently delivered to Indigenous people on the South Coast of NSW.

The service assisted 1,315 people across the Batemans Bay, Mogo and Moruya districts of NSW, assisting many highly disadvantaged clients to access a range of mainstream and Indigenous services such as housing, health, fi nance, education, training and achieve outcomes such as employment.

A number of non-traditional, culturally appropriate support initiatives have been implemented to better link Indigenous people. These include Youth Pit Stop — where we unite services whose primary goal is to work with young people; Walawaani — an alternative Learning program where we actively engage with parents, Department of Education and services to address needs/barriers presented by Indigenous young people who are disengaging with their education; and health promotion days where we bring services together to screen and refer Indigenous people, of all ages, onto specialist health care.

Innovative approaches such as these are helping to reach a larger audience than the traditional meet and greet, offi ce-based services.

Mogo Aboriginal PreschoolFunded by the NSW Department of Education and Communities (with supplementary funding through the Department of Education, Employment and Workplace Relations via Supplementary Recurrent Assistance for Indigenous Education) our Preschool delivers on our philosophy that a sound education broadens life opportunities.

With an enrolment of 39 energetic children and active participation of family members, the Preschool is always an interesting place to be!

Each child is nurtured and encouraged through open communication and both formal and informal programming that acknowledges the individual needs of every child and aligns with Australian EYLF (Early Years Learning Framework) and NQF (National Quality Framework) standards.

Highlights

INDIGENOUS SERVICES


Being the best she can be.Progressing from an introvert and skipping school to being a young leader with near perfect school attendance is a great achievement in anyone’s book.

That’s Danielle’s* success story. When fi rst referred to us, Danielle, a young Aboriginal woman, was disengaged and angry. Placed on a court order to undertake distance education due to diffi culties at school, she was not completing any of her activities.

But with the investment of time and nurturing of our Indigenous staff, along with individual tuition and patient support, Danielle has turned things around.

She’s now up to 90% school attendance and is actively helping other students with their work. The transformation is extraordinary and she is giving herself every chance of being the best she can! *Name changed

She’s now at 90% school attendance and is actively helping other students with their work.

INDIGENOUS SERVICES 27

Job Services AustraliaThe Job Services Australia (JSA) contract continued in 2012-2013, the third year of the current contract. The program assists us to achieve our purpose of “Getting Australia Working” through providing stream services to unemployed job seekers, assisting them to fi nd and keep a job.

Our Theory of Change is applied to assist job seekers in all facets of their lives to a point where employment is a viable and sustainable option. This includes:

Assisting in securing accommodation Linking job seekers to relevant support organisations within their local communities

Up skilling through employability skills and/or accredited training;

Utilising local activities and organisations to further develop on the job skills through work experience activities; and

Providing robust post placement support and mentoring once job seekers commence employment.

In this way we assisted 68,641 job seekers across 19 different Employment Service Areas and 75 sites in New South Wales, Victoria, South Australia, Queensland and Tasmania. Of those assisted, there were:

3,520 stabilised 2,013 educated 37,629 skilled; and 13,819 entered employment.

Building on our focus of continuously improving how we deliver high quality services to job seekers led us to develop and test a new Model of Service in early 2013. Piloted in two of our sites, the new model ensures we are focusing the right services at the right times for our job seekers and will be rolled out across our network in October 2013.

Campbell Page continued to maintain some very high performing sites with both Goondiwindi and Caloundra sites achieving 5 Stars during the year, placing them among the top performing sites in the nation.

Our labour hire, Recruitfl ex continues to offer approximately 900 job seekers access to temporary and contracted employment.

Disability Employment ServicesCampbell Page continued to proudly deliver the Australian Government’s Disability Employment Services (DES) program throughout the year, assisting 3,795 people through Disability Management Services from 28 Community Employment Hubs across NSW, Queensland, South Australia and Victoria.

741 job seekers moved into employment that matched their individual needs, further fuelling our team’s passion for making a difference and getting results.

Our skilled staff are committed to assisting all our clients address barriers to employment, supporting them attain new qualifi cations and advocating on their behalf to enter meaningful employment. This means individual programs are designed for individual clients. And it means that each person with a disability is assisted to implement interventions and share ownership of a tailored program that aligns with their capacity to work and builds their capabilities to return to employment.

We recognise that not everybody can work full time and that it may require a gradual approach, sometimes as little as eight hours per week. But with each step along the way we delight in seeing individuals grow in independence and confi dence.

Australian Apprenticeships Access ProgramWhere previously limited to specifi c Employment Service Areas, the Federal Government’s expansion this year of the Australian Apprenticeships Access Program (AAAP), allowed Campbell Page to extend

service delivery to all of NSW, SA and NT and all of QLD and VIC (with the exception of Brisbane and Melbourne).

This provided opportunities to partner with an increased number of subcontractors and Registered Training Organisations and to deliver job readiness programs in many new communities, helping a new generation of apprentices and trainees fi nd the skills they need for a fulfi lling career.

Funded by the Department of Innovation, Industry, Climate Change, Science, Research and Tertiary Education (DIICCSRTE), the program provides job seekers who experience barriers to skilled employment with individualised support to help them fi nd and keep an apprenticeship or traineeship. Tailored support includes:

Pre Vocational Training Job Search Support Post Placement Support

Job seekers have the opportunity to participate in work experience allowing them to ‘test’ their fi t for a particular occupation. As well as apprenticeships and traineeships, AAAP provides pathways to full time and part time employment and opportunities to develop additional skills and gain higher qualifi cations through further education and training.

In this way, the program plays an important role in reducing Australia’s critical skill shortages in the traditional trades areas through new apprenticeships. It also provides job ready job seekers to employers requiring trainees in the service industries of hospitality, aged care and child care and provides many program graduates to the business and retail sector.

This year 1,192 job seekers were assisted through 114 individual programs with pre-vocational training and individualised assistance with an overwhelming emphasis on the most disadvantaged clients. 79% of our AAAP participants (945 people) faced moderate to signifi cant barriers to getting the start they deserve.

Highlights

EMPLOYMENT SERVICES AND TRAINING


Training ServicesCampbell Page Training Services expanded throughout 2012/13, delivering both accredited and non-accredited training to 1,050 learners in NSW, ACT, VIC, QLD, SA and TAS.

This included training for both job seekers and existing workers enabling both groups to progress their learning goals and increase their potential.

While we have over 25 nationally recognised qualifi cations on our scope, the most popular courses taken up during the year were:

Aged Care Children’s Services Employment Services Business Hospitality, partial units,Café Skills including RSA

Importantly, 480 learners who were seeking employment were provided with the opportunity to gain experience with host employers during their training.

Key non-accredited programs delivered to learners seeking employment included confi dence building, understanding the labour market, strategies to support returning to work after signifi cant periods out of the labour market, goal setting and career pathways, workplace expectations, and preparation for and performance at job interviews.

All up, 206 full qualifi cations were issued from Certifi cate II through to Diploma level along with 546 Statement of Attainments. 550 learners continued to study towards achieving a qualifi cation in 2013.

Training didn’t just get her a job, it helped resolve many issues.

Beyond her dreams.

Aged in her 30s and never having worked before, Kylie* a busy mother of three, needed help getting the qualifi cations she needed for her chosen career in Community Services.

Starting with a Certifi cate II level course, Kylie established a routine that allowed her to juggle the competing priorities of course work, fi nancial pressures and supporting a busy family. This really helped her confi dence and on completion, she was inspired to do more. Kylie went on to complete certifi cate III and IV level courses, recognising that the higher her qualifi cation, the more likely she was to get work.

A Work Placement during the course proved a fabulous opportunity for Kylie. She enjoyed it so much she offered to be a volunteer and registered for their casual pool. While she was registering, a position became vacant and Kylie got the job.

Now a full-time support worker in the disability sector, Kylie says that training didn’t just get her a job, it helped resolve many issues in her personal life. Training has given her an appreciation for others, a new self belief and communication techniques that have helped her deal with her family, school and work.

In short, she has discovered a level of confi dence beyond her dreams. *Name changed

EMPLOYMENT SERVICES AND TRAINING 29

Better opportunities for more of our clients.

When we fi rst met Jodie*, her confi dence and self esteem were low and she needed support to attend appointments. As a single mum with a limited education (year 9), minimal social/family networks, little work history and a hearing impairment, she had a range of signifi cant barriers to overcome to reach her goal of employment.

Our staff welcomed the challenge, providing extensive support and assistance to build her work readiness. After some persistence, we were able to broker a perfect job with a local real estate agent and secure it with a wage subsidy. The job ticked all the boxes for Jodie, including fl exibility around school hours. We helped out with appropriate work clothing, shoes, a back pack and work-related travel expenses.

Our ongoing support to Jodie and her employer has given us some excellent feedback — Jodie loves her job and the new found independence. And the employer has recommended us to other local businesses, opening the door for new placements. And that means better opportunities for more of our clients.*Name changed Jodie loves her job

and the new found independence.

Brad’s story Getting great results for our clients doesn’t always take months — with the right action and contacts, sometimes things fall into place very quickly; like they did for Brad* who went from being unemployed to working full time permanent hours in only 1 week!

Brad came to us disgruntled and unhappy about not working. But with experience in excavating work, we immediately thought of a possible employer who had just placed another of our job seekers.

Immediately we arranged for him to get a new mobile so he could be contacted. While he was picking up his phone from the shop, we added some ideas to improve and update his resume and then rang our prospective employer. Despite some initial concerns, with some persistence and the offer of a wage subsidy, they agreed to take his resume.

A day later we had the employer ready to meet with Brad, with the possibility of starting work the following Monday! When Brad aced the interview, we swung into action to help organise a medical prior to his start; online payment of his car registration so he could get to work; and a suitable wage agreement with the employer.

When the dust had settled, it was a very different Brad who came in to thank us for helping achieve the best outcome possible.*Name changed

When the dust had settled, it was a very different Brad who came in to thank us for helping achieve the best outcome possible.


At Campbell Page, the people and communities that we support are diverse and ever changing. We respond to this by giving our staff appropriate training so that they can do their jobs as well as they can.

Skilled and Knowledgeable staffAt Campbell Page, the people and communities that we support are diverse and ever changing. We respond to this by giving our staff appropriate training so that they can do their jobs as well as they can.

This year we improved our staff induction which sees all new Campbell Page employees attend a centralized induction program introducing them to our key team members, our culture and expectations as well as the programs and services that we provide across the country and overseas. We also cover employment stream servicing; case management; business process, IT systems training and other e-learning modules.

At the front-line, all of our Business Managers are provided with individual performance coaching.

To continue to build on this strong foundation, an operational training and coaching program led by Training and Business Improvement Specialists is in place in every region to support strong technical knowledge across our teams.

Leadership Development ProgramIn addition, Campbell Page invested in Leadership and Beyond (LAB), a tailored leadership program for all managers.

The program developed our current and future leaders with the critical attitudes, skills and practices to be able to role model our values and fully understand the expectations of their role as a manager. Interpersonal skills, team performance and effective leadership were key themes of the program.

Quarterly awards schemeA new quarterly awards scheme was launched to acknowledge staff for a job well done and ensure they receive the recognition they deserve. Based on functionality provided by our new intranet, the scheme allows staff to both nominate and vote for colleagues they see as living our values and doing a great job. Each quarter three “Peoples’ Choice” awards are awarded on the basis of staff nominations and votes, together with two Executive Leadership Team awards, chosen from nominations made by senior managers.

Systems and Structures to support successTo allow JSA frontline staff to focus on their most important work, getting our job seekers into work, many administrative functions were centralised including post placement support, claims management and administration of client expenditure.

In addition we strengthened centralised advice, tools and information for our frontline teams with the establishment of the Quality & Business Improvement Team.

This was supported by the design and launch of a new intranet, providing an important platform for better internal communication. Using Sharepoint, the intranet provides a national Campbell Page On-Line Portal and Collaboration tool capturing all guideline changes, processes maps, guidelines and forms.

Launch of Third Party softwareThe introduction of a third party software system across one of our larger contracts facilitates process compliance and reduces the amount of time our staff spend on administration This has been welcomed by staff and job seekers alike.

Review and analysis of how we do business Signifi cant research was undertaken to review how our services are delivered to best deliver on our promise and how our corporate support areas enable this.

The research and organisational changes made in 2012-13 have laid a solid foundation for a sustainable service delivery model for the future, focused on providing service delivery that supports the Campbell Page Theory of Change.

Warrungu Community and Employment Services on Palm Island In partnership with Coolgaree Aboriginal Corporation and Palm Island Community Company, Campbell Page successfully tendered to deliver the Remote Jobs and Community Program (RJCP) on Palm Island, Queensland. Commencing in July 2013, the RJCP is a new, innovative approach to building the capacity of job seekers and communities in remote regions of Australia through employment, training, and community participation.

Highlights

CORPORATE SERVICES

HIGHLIGHTS 31

FINANCIALREPORT


Financial Reportfor the Year Ended30 June 2013DIRECTORS’ REPORT 34AUDITOR INDEPENDENCE DECLARATION 36STATEMENT OF COMPREHENSIVE INCOME 37STATEMENT OF FINANCIAL POSITION 38STATEMENT OF CHANGES IN EQUITY 39STATEMENT OF CASH FLOWS 40NOTES TO THE FINANCIAL STATEMENTS 41DIRECTORS’ DECLARATION 48CHARITABLE FUNDRAISING ACT DECLARATION 49AUDITOR’S REPORT 50

FINANCIAL REPORT 33

DIRECTORS’ REPORT

The Directors of Campbell Page Limited have pleasure in submitting the following report for the year ended 30 June 2013.

Directors

David HawdonChairmanBA LLB

Appointed to the Board in 1997 and has been Chairman since 1998. David is a partner of BHM Lawyers and chairs the Remuneration Committee.

Frank Bottomley Appointed to the Board in 2002. Frank is the Manager Financial Services with an Aged Care facility and is also Executive Director of Safe As Inc operating the road safety program “Stop the 4 O’Clock Knock!”

Philip ArmstrongFNIA

First served on the Board 1995 to 1999 and again from 2000 to current. Phil is CEO of Residential Aged Accommodation Organisation Banksia Villages.

Thomas Slockee JP

Appointed to the Board in 2003, Tom is an Aboriginal Elder who has served people in several leadership positions in the local community and on a number of Regional, State and National Boards and Committees.

Pamela CattyDIJ GAICD

Appointed to the Board in January 2010, Pamela has experience in executive leadership roles at Ansett, National Australia Bank and Coles Myer. Now a non-executive director and executive mentor and coach, she is also Deputy Chairman of Tourism Victoria and a Director of both Circus Oz and the Australian Rail Track Corporation. Pamela chairs the Board Governance and Development Committee.

Jane Schwager AO

Appointed to the Board in March 2010. Jane has executive leadership experience in both government departments and non-profi t organisations and is currently working independently as a member of the NSW Administrative Decisions Tribunal, an accredited Mediator, consultant and board director, primarily in the fi eld of non-profi ts.

Nirmal HansraMCommFAICD, FCA, FCPA

Appointed to the Board in October 2012. Nirmal has over 40 years of business management and corporate advisory experience. During this time Nirmal has had roles as CFO / Finance Director of both listed and unlisted companies in Australia.Nirmal is also a non-executive director of the Council of the Ageing (COTA) in New South Wales, NF Australia Limited, Sejester Limited, Kuringai Financial Services Ltd, and an advisory board member of BTO Group Ltd. Nirmal chairs the Board Finance, Audit and Risk Committee.

Company SecretaryXavier Crimmins

Director’s meetings

Board (including Special Meetings) A B C

Number of meetings: 11 9 4 1David Hawdon 10 8 4 1Frank Bottomley 11 8 — —Philip Armstrong 9 4 — —Thomas Slockee 11 3 1 —Pamela Catty 11 1 4 1Jane Schwager 11 3 2 1Nirmal Hansra (appt Oct 2012) 7 3 — —

A - Board Finance, Audit & Risk CommitteeB - Governance & Board Development CommitteeC - Remuneration Committee

34 Campbell Page Annual Report 2013 ACN 120 363 635

Principal ActivitiesThe principal activities of the company during the year were to create the conditions for people to achieve personal independence by enabling them to:

overcome personal challenges to work readiness; complete their education; gain workplace skills, and fi nd and keep a job.

The company’s short term and long term objectives are centred on the delivery of the organisational mission: Getting Australia Working. It believes work is central to a healthy resilient society. We are here to wage war on poverty, creating the conditions to achieve personal independence.

To achieve these objectives, the company has adopted the following strategies:

a high performance internal culture with strong governance and capability development; customer experience that refl ects operational integration with product and service alignment; be the “go to” company for government, industry and customers; recognised as a thought leader with profi le and reputation, and commercially strong and fi nancially independent organisation.

Operating ResultsDuring the year revenue declined due to changes in customer profi le, government policy and practice. As a result the company undertook a major re-structure of the business that resulted in signifi cant one-off costs in respect of personnel, premises and processes totalling $2m.

These two factors in combination impacted on its operating result of $4.9m loss. Excluding these one-off restructure costs, EBITDA of $162k surplus was achieved.

Auditor’s Independence DeclarationThe auditor’s independence declaration has been received and is included behind this report.

Signed in accordance with a resolution of the Directors:

Pamela Catty Nirmal HansraDirector Director

Dated this 24th day of September 2013

Pamela CattyDi t

Nirmal Hansra

FINANCIAL REPORT 35

AUDITOR INDEPENDENCE DECLARATION TO THE DIRECTORS OF CAMPBELL PAGE LIMITED


STATEMENT OF COMPREHENSIVE INCOMEFOR THE YEAR ENDED 30 JUNE 2013

Notes2013

$2012

$

Revenue from continuing activities 2 62,153,217 74,637,936

Employee expenses (39,107,249) (43,047,228)Depreciation and amortisation expenses 3 (3,062,025) (3,248,419)Interest expense 3 (67,240) (106,590)Occupancy expense (9,101,397) (9,311,181)Communication expense (4,516,180) (4,212,712)Travel expense (1,154,528) (1,731,508)Other expenses from continuing activities (10,131,116) (12,867,903)Surplus/(Defi cit) from continuing activities before income tax expense (4,986,518) 112,395

Income tax expense — — Surplus/(Defi cit) from continuing activities after income tax expense (4,986,518) 112,395

Other comprehensive income — — Total comprehensive income/(Loss) for the period (4,986,518) 112,395

The accompanying notes form part of these fi nancial statements.

FINANCIAL REPORT 37

Notes2013

$2012

$

Current AssetsCash and cash equivalents 4 7,944,189 10,622,443 Receivables 5 614,742 1,130,676 Other current assets 6 1,645,703 2,373,990 Total Current Assets 10,204,634 14,127,109

Non-Current AssetsFinancial assets 7 4,513,117 4,510,365 Property, plant and equipment 8 7,141,312 9,183,248 Intangible assets 9 — 44,272 Total Non-Current Assets 11,654,429 13,737,885 Total Assets 21,859,063 27,864,994

Current LiabilitiesPayables 10 2,583,875 3,687,483 Provisions 12 2,015,073 2,437,681 Total Current Liabilities 4,598,948 6,125,164

Non-Current LiabilitiesInterest bearing liabilities 11 — 626,237 Provisions 12 1,364,633 231,593 Total Non-Current Liabilities 1,364,633 857,830 Total Liabilities 5,963,581 6,982,994 Net Assets 15,895,482 20,882,000

EquityAccumulated Surplus 15,895,482 20,882,000 Total Equity 15,895,482 20,882,000


STATEMENT OF FINANCIAL POSITIONAS AT 30 JUNE 2013


STATEMENT OF CHANGES IN EQUITYFOR THE YEAR ENDED 30 JUNE 2013

Notes2013

$2012

$

Opening Balance 20,882,000 20,769,605 Total comprehensive income for the period (4,986,518) 112,395 Closing Balance 15,895,482 20,882,000

Equity ComprisesAccumulated Surplus 15,895,482 20,882,000


FINANCIAL REPORT 39

STATEMENT OF CASH FLOWSFOR THE YEAR ENDED 30 JUNE 2013

Notes2013

$2012

$

Cash Flows From Operating ActivitiesReceipts from customers 69,812,851 81,366,658 Payments to suppliers and employees (68,288,852) (76,376,879)Dividends received 307 160 Interest received 478,960 648,601 GST paid (3,950,285) (4,510,004)Interest and fi nance costs paid (4,195) (28,342)Net cash provided by/(used in) operating activities 13 (1,951,214) 1,100,194

Cash Flows From Investing ActivitiesProceeds from sale of property, plant and equipment 28,914 71,877 Loan provided to Campbell Page UK Ltd — (4,505,756)Payments for property, plant and equipment (129,717) (567,635)Net cash provided by/(used in) investing activities (100,803) (5,001,514)

Cash Flows From Financing ActivitiesRepayment of borrowings (626,237) (3,531,680)Net cash provided by/(used in) fi nancing activities (626,237) (3,531,680)

Net increase/(decrease) in cash held (2,678,254) (7,433,000)Cash at beginning of year 10,622,443 18,055,443 Cash at end of year 4 7,944,189 10,622,443



NOTES TO THE FINANCIAL STATEMENTSFOR THE YEAR ENDED 30 JUNE 2013

1 Statement of Signifi cant Accounting Policies This fi nancial report is a special purpose fi nancial report prepared in order to satisfy the fi nancial reporting requirements of the Corporations Act 2001. The Directors have determined that the Company is not a reporting entity. The fi nancial report is presented in Australian dollars which is both the presentation and functional currency of the Company.

Campbell Page Ltd is a not-for-profi t entity for fi nancial reporting purposes under Australian Accounting Standards.

The fi nancial report has been prepared in accordance with the recognition and measurement principles of Australian Accounting Standards and other mandatory professional requirements in Australia. It contains only those disclosures considered necessary by the directors to meet the needs of the members.

There were no new or amended standards adopted during the period which had any impact on the current period or any prior period and are not likely to affect future periods.

The presentation and classifi cation of items in the fi nancial report has been retained from one period to the next unless it is apparent, following a review of the fi nancial report, that another presentation or classifi cation would be more appropriate having regard to the criteria for the selection and application of accounting policies in AASB 108. Where a change in classifi cation of a balance has been deemed appropriate the comparative balance has also been reclassifi ed to ensure consistency in the fi nancial report between periods.

The fi nancial report has been prepared on an accruals basis and is based on historical costs and does not take into account changing money values or, except where specifi cally stated, current valuations of non-current assets.

The following material accounting policies, which are consistent with the previous period unless otherwise stated, have been adopted in the preparation of this fi nancial report:

Revenue Revenue from the rendering of a service is recognised upon the delivery of the service to the customers.

Interest revenue is recognised on a proportional basis taking into account the effective interest rates applicable to the fi nancial assets. Dividend revenue is recognised when the right to receive a dividend has been established.

Government Grants are not recognised until there is reasonable assurance that all conditions will be complied with and that the grants will be received. Grants are recognised in the income statement over the periods necessary to match them with the related costs which they are intended to compensate, on a systematic basis. Grants related to assets are presented in the balance sheet by recognising the grant as deferred income.

All revenue is stated net of the amount of goods and services tax (GST).

Cash Cash and cash equivalents in the balance sheet comprise cash at bank and in hand and short-term deposits with an original maturity of three months or less that are readily convertible to known amounts of cash and which are subject to an insignifi cant risk of changes in value.

Goods and Services Tax (GST) Revenues, expenses and assets are recognised net of the amount of GST, except where the amount of GST incurred is not recoverable from the Australian Tax Offi ce. In these circumstances, the GST is recognised as part of the cost of acquisition of the asset or as part of the relevant expense. Receivables and payables in the Balance Sheet are shown inclusive of GST.

Investments Investments are brought to account at valuation. Dividends and interest are brought to account when received.

Property, Plant and Equipment Each class of property, plant and equipment is carried at cost or fair value less, where applicable, any accumulated depreciation and accumulated impairment losses.

Property Freehold land and buildings are measured on the cost basis.

Plant and Equipment Plant and equipment is measured on the cost basis.

The carrying amount of plant and equipment is reviewed annually by management to ensure it is not in excess of the recoverable amount from those assets. The recoverable amount is assessed on the basis of the expected net cash fl ows which will be received from the assets’ employment and subsequent disposal. The expected net cash fl ows have not been discounted to present values in determining recoverable amounts.

Make Good Provision In accordance with the application of the Australian Accounting Standards, a provision has been recorded for the potential cost of returning leased premises to their original state, a provision to make good. This is offset by an asset raised and amortised over the life of the lease.

The balance of the make good asset and accumulated amortisation is reviewed at the end of each fi nancial year.

Depreciation The depreciable amount of all fi xed assets including buildings and capitalised leased assets, but excluding freehold land, are depreciated on a straight line basis over their estimated useful lives commencing from the time the asset is held ready for use. Properties held for investment purposes are not subject to a depreciation charge. Leasehold improvements are depreciated over the shorter of either the unexpired period of the lease or the estimated useful lives of the improvements.

The estimated useful life of the specifi c assets is as follows:

Buildings: 20-25 yrs Plant and equipment: 3-10 yrs

Intangibles Service Contracts

Service contracts are recorded at cost, less accumulated amortisation and impairment. Amortisation is charged on a straight line basis over the life of the service contract. The contract life and amortisation is reviewed at the end of each fi nancial year.

FINANCIAL REPORT 41

1 Statement of Signifi cant Accounting Policies (continued) Employee Benefi ts Provision is made for the company’s liability for employee benefi ts arising from services rendered by employees to balance date. Employee benefi ts expected to be settled within one year together with benefi ts arising from wages and salaries, annual leave, long service leave and time in lieu which will be settled after one year, have been measured at the amounts expected to be paid when the liability is settled plus related on-costs.

Contributions are made by the Company to an employee superannuation fund and are charged as expenses when incurred.

Contingent Liabilities A contingent liability is recorded as an expense and a liability if it is probable that future events will confi rm that, after taking into account any related probable recovery, an asset has been impaired or a liability incurred and a reasonable estimate of the amount resulting from the loss can be made.

Events after Balance Date Assets and liabilities are adjusted for events occurring after balance date that provide evidence of conditions existing at the balance date.

Signifi cant Accounting Judgements, Estimates, and Assumptions The preparation of the fi nancial statements requires management to make judgements, estimates and assumptions that affect the reported amounts in the fi nancial statements. Management continually evaluates its judgements and estimates in relation to assets, liabilities, contingent liabilities, revenue and expenses. Management bases its judgements and estimates on historical experience and on other various factors it believes to be reasonable under the circumstances, the result of which form the basis of the carrying values of assets and liabilities that are not readily apparent from other sources. Actual results may differ from these estimates under different assumptions and conditions. Further details of the nature of these assumptions and conditions may be found in the relevant notes to the fi nancial statements.

Key Estimates Impairment The company assesses impairment at the end of each reporting period by evaluating conditions and events specifi c to the company that may be indicative of impairment triggers.

Make Good Provision Provisions for future costs to return certain leased premises to their original condition are based on the company’s past experience, with similar premises and estimates of likely restoration costs determined by the company’s property manager. These estimates may vary from the actual costs incurred as a result of conditions existing at the date the premises are vacated.


2013$

2012$

2 RevenueContinuing ActivitiesServices income 61,781,927 74,423,846

61,781,927 74,423,846

Interest received 478,960 648,601 Dividend received 307 160 Gain/(Loss) on sale of fi xed assets (107,977) (434,671)

371,290 214,090 Total Revenue 62,153,217 74,637,936

3 Profi t from Continuing ActivitiesProfi t from continuing activities before income tax expense has been determined after: ExpensesDepreciation of property, plant and equipment 2,669,277 2,733,099 Amortisation expense 392,749 515,320 Interest expense 67,240 106,590 Bad and doubtful debts 24,880 2,596 Total Expenses 3,154,145 3,357,605



2013$

2012$

4 Cash & Cash EquivalentsCash in hand 30,526 30,817 Cash at bank 7,911,906 10,589,869 Deposits at call 1,757 1,757 Total Cash & Cash Equivalents 7,944,189 10,622,443

5 ReceivablesTrade & other debtors 623,351 1,130,676 Provision for doubtful debts (8,609) — Total Receivables 614,742 1,130,676

6 Other AssetsCurrentPrepayments 120,961 454,400 Rental bonds 188,590 304,785 Other current assets 1,336,152 1,614,805 Total Other Current Assets 1,645,703 2,373,990

7 Financial AssetsNon-CurrentShares 7,361 4,609 Loan to Campbell Page UK Ltd 4,505,756 4,505,756 Total Financial Assets 4,513,117 4,510,365

8 Property, Plant and EquipmentNon-Current Land and BuildingsBuildings - at cost 1,588,559 1,588,559 Accumulated depreciation (460,296) (413,734)

1,128,263 1,174,825 Land - at cost 210,000 210,000 Total Land and Buildings 1,338,263 1,384,825

Plant & Equipment - at cost 6,636,064 6,613,022 Accumulated depreciation (4,881,671) (3,982,044)

1,754,393 2,630,978

Motor Vehicles - at cost 85,120 58,761 Accumulated depreciation (54,993) (50,661)

30,127 8,100

Leasehold Improvements - at cost 12,181,420 12,437,855 Accumulated depreciation (8,826,173) (7,307,278)

3,355,247 5,130,577

Leasehold Improvements: Make good - at cost 1,159,515 1,014,983 Accumulated depreciation (496,233) (986,215)

663,282 28,768 Total Plant and Equipment 5,803,049 7,798,423 Total Property, Plant and Equipment 7,141,312 9,183,248

FINANCIAL REPORT 43


2013$

2012$

8 Property, Plant and Equipment (continued)Movements in carrying amountsMovements in carrying amount for each class of property, plant and equipment between the beginning and end of the current fi nancial yearLand and BuildingsCarrying amount at beginning of year 1,384,825 1,449,915 Depreciation expense (46,563) (65,090)Carrying amount at end of year 1,338,262 1,384,825

Leasehold ImprovementsCarrying amount at beginning of year 5,130,577 7,012,630 Additions 37,709 130,152 Disposals (99,224) (240,127)Revaluation — (6,557)Depreciation expense (1,713,815) (1,765,521)Carrying amount at end of year 3,355,247 5,130,577

Plant & EquipmentCarrying amount at beginning of year 2,630,978 3,341,847 Additions 65,650 415,383 Disposals (37,668) (224,407)Revaluation — (4,024)Depreciation expense (904,566) (897,821)Carrying amount at end of year 1,754,394 2,630,978

Motor VehiclesCarrying amount at beginning of year 8,100 22,100 Additions 26,359 —Disposals — (9,333)Depreciation expense (4,332) (4,667)Carrying amount at end of year 30,127 8,100

Leasehold Improvement: Make GoodCarrying amount at beginning of year 28,768 367,094 Additions 982,991 — Amortisation expense (348,477) (338,326)Carrying amount at end of year 663,282 28,768

Total AssetsCarrying amount at beginning of year 9,183,248 12,193,586 Additions 1,112,709 545,535 Disposals (136,892) (473,867)Revaluation — (10,581)Depreciation expense (3,017,753) (3,071,425)Carrying amount at end of year 7,141,312 9,183,248



2013$

2012$

9 Intangible AssetsService contracts 530,985 530,985 Accumulated amortisation (530,985) (486,713)Total Intangible Assets — 44,272

10 PayablesCurrentTrade creditors 494,084 1,462,908 Grants in advance 915,905 1,171,727 Other payables 1,173,886 1,052,848 Total Payables 2,583,875 3,687,483

11 Interest Bearing LiabilitiesNon-CurrentProperty loan — 626,237 Total Interest Bearing Liabilities — 626,237

12 ProvisionsCurrentAnnual Leave 1,621,405 1,837,530 Provision for make good — 163,576 Long service leave 178,280 127,883 Other Employee Entitlements 215,388 308,692 Total Current Provisions 2,015,073 2,437,681

Non-CurrentProvision for make good 1,176,588 — Long service leave 188,045 231,593 Total Non-Current Provisions 1,364,633 231,593

Movement in Provision for Make GoodOpening Balance 163,576 1,192,158 Interest Expense 63,045 78,248 Increase in provision during year 982,991 34,109 Make good expense incurred (33,024) — Write back of provision — (1,140,939)Closing Balance 1,176,588 163,576

FINANCIAL REPORT 45


2013$

2012$

13 Cash Flow InformationReconciliation of CashCash at the end of the fi nancial year as shown in the Cash Flow Statement is reconciled to the related items in the Balance Sheet as follows:Cash in hand 30,526 30,817 Cash at bank 7,911,906 10,589,869 Deposits at call 1,757 1,757

7,944,189 10,622,443

Reconciliation of net cash provided by operating activities to profi t/(loss) from continuing activities after income taxProfi t from continuing activities after income tax (4,986,518) 112,395

Non-cash fl ows in profi t/(loss) from continuing activitiesNet Loss on disposal of property, plant and equipment 107,977 434,671 Revaluation of Investments (2,752) — Amortisation expense 392,749 515,320 Depreciation expense 2,669,277 2,733,099

Changes in assets and liabilities, net of the effects of purchase and disposals of subsidiaries(Increase)/decrease in receivables & other current assets 1,244,221 (4,408)(Increase)/decrease in Leasehold Improvements: Make Good from non-cash transactions (982,991) — (Decrease)/increase in provisions 710,432 (1,128,292)(Decrease)/increase in payables (1,103,608) (1,562,591)Cash fl ows from operations (1,951,214) 1,100,194

14 Remuneration of AuditorAmounts received or due and receivable by the auditor 60,682 54,545

15 Capital & Leasing CommitmentsOperating Lease CommitmentsNot later than 1 year 7,934,540 8,080,966 Later than 1 year but not later than 5 years 7,822,345 14,454,906 Later than 5 years — —

Operating leases have an average lease term of one to three years. Assets that are the subject of operating leases include Motor Vehicles, Premises, and Plant & Equipment.

Capital CommitmentsAt reporting date the company has not entered into contracts for capital expenditure which have not been provided for in the fi nancial statements.



16 Events after Balance DateThere were no events subsequent to balance date which would materially effect the fi nancial report for the year ending 30 June 2013.

17 Corporate InformationThe fi nancial report of Campbell Page Limited for the year ended 30 June 2013 was authorised for issue in accordance with a resolution of the directors on 24 September 2013.

Campbell Page Limited is a Company limited by guarantee incorporated and domiciled in Australia.

The registered offi ce of the Company is located at: 1 Museum PlaceBatemans Bay NSW 2536

2013$

2012$

18 Information to be furnished under the Charitable Fundraising Act 1991 (NSW)a Details of aggregate gross income and total expenses of fundraising appeals.Gross Proceeds from fundraising appealsGeneral Donations — —

— — Less total direct costs of fundraising appealsGeneral Expenses — —

— —

Net Surplus from fundraising appeals — —

b During the year members of the governing body received the following remuneration:

Name Position Type2013

$2012

$

David Hawdon Chairperson Director's Fees 50,000 50,000Phil Armstrong Director Director's Fees 30,000 30,000Frank Bottomley Director Director's Fees 30,000 30,000Thomas Slockee Director Director's Fees 30,000 30,000Fay Ashcroft (resigned Oct 11) Director Director's Fees — 10,385Jane Schwager Director Director's Fees 30,000 30,000Pamela Catty Director Director's Fees 30,000 30,000Nirmal Hansra (appointed Oct 12) Director Director's Fees 19,846 —

219,846 210,385

FINANCIAL REPORT 47

DIRECTORS’ DECLARATIONFOR THE YEAR ENDED 30 JUNE 2013

The Directors have determined that the Company is not a reporting entity and that this special purpose fi nancial report should be prepared in accordance with the accounting policies outlined in Note 1 to the fi nancial statements.

In the opinion of the Directors:

(a) The fi nancial statements, notes and the additional disclosures included in the Directors’ report of the company are in accordance with the Corporations Act 2001 and the Corporations Regulations 2001, including:

(i) giving a true and fair view of the Company’s fi nancial position as at 30 June 2013 and its performance for the year ended on that date; and

(b) At the date of this statement there are reasonable grounds to believe that the company will be able to pay its debts as and when they become due and payable.

This statement is made in accordance with a resolution of the Directors and is signed for and on behalf of the Directors by:

Pamela CattyDirector

Nirmal HansraDirector




DECLARATION UNDER THE CHARITABLE FUNDRAISING ACT 1991 (NSW)FOR THE YEAR ENDED 30 JUNE 2013

The Directors of Campbell Page Limited declare that the company is the holder of an authority under the Charitable Fundraising Act 1991 (NSW). The Directors further declare that in their opinion:

(a) the statement of comprehensive income gives a true and fair view of all income and expenditure of the organisation with respect to fundraising appeals;

(b) the balance sheet gives a true and fair view of the state of affairs with respect to fundraising appeals conducted by the organisation;

(c) the provisions of the Act, the regulations under the Act and the conditions attached to the fundraising authority have been complied with by the organisation; and

(d) the internal controls exercised by the organisation are appropriate and effective in accounting for all income received and applied by the organisation from any of its fundraising appeals.


Nirmal HansraDirector


Pamela Catty

Nirmal Hansra

FINANCIAL REPORT 49

INDEPENDENT AUDITOR’S REPORT


FINANCIAL REPORT 51

National Offi ce

Cnr Orient Street and Museum PlaceBatemans Bay NSW 2536

T (02) 4475 3555F (02) 4475 3560

BEGIN BELIEVING

campbellpage.org.au

THECHANGEYOU WANT TO SEEIN THE WORLD

campbell page annual report 2013

Documents