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1Camp Quality Integrated Report July 2015 - Dec 2016

INTEGRATED REPORTJuly 2015 - December 2016

2 Camp Quality Integrated Report July 2015 - Dec 2016

About This Report ..................... 3Chairperson’s Message ............ 4CEO Update ............................... 5About Camp Quality ................ 6Our Strategic Plan..................... 8How We Create Value ............. 10Our Business Model ................. 12Risks and Opportunities ......... 16How We Performed ................. 20Our Governance ...................... 24Josiah’s Story .......................... 27Our Financials ......................... 28Sophie’s Story ......................... 30Financial Statements .............. 31Gratitude ................................... 33Ways To Help ........................... 34Hayden’s Story ......................... 35

CONTENTS

For more information on Camp Quality, or to access further details on our business operations or financial reports,

please visit our website campquality.org.au


Our cover star: Hayden at Illawarra Middle Camp 2016 - read Hayden’s story on page 35.

Following the approval of the Australian Charities and Non-Profit Commission (ACNC) in July 2015 to change our reporting period from a financial year to a calendar year, this report is special for two reasons:

The first is this report covers an 18-month period (from 1 July 2015 to 31 December 2016) rather than the standard 12-month period. This is something worth noting if comparing outcomes from this report with our last report (published in 2015).

The second is that the publication of this report marks the first-time Camp Quality Limited has chosen to adopt an Integrated Reporting approach, which we believe provides a more thorough overview of our strategy, performance, sustainable value creation and the interrelationship between these.

We have made the decision to report in this fashion as we believe, while traditional annual reporting ensures organisations meet a standard compliance requirement, the International Integrated Reporting Council’s (IIRC) Integrated Reporting <IR> Framework better identifies what matters the most in our organisation and thus provides greater transparency to our stakeholders.

The presentation of our Integrated Report in this format is only the first step in a much greater journey for us towards true Integrated Reporting for our organisation. We anticipate this process will take the better part of 12 months, as it necessitates the development and implementation of a number of internal structures and processes to collect, analyse and fully report the information required by the <IR> Framework.

In this context, this Camp Quality Integrated Report takes a principles-based approach, and seeks to demonstrate how we apply integrated thinking across all our decisions to deliver sustainable value.

Its primary purpose is to explain to our stakeholders - families, donors, corporate partners, regulators, volunteers and the public - what resources we have used, how we have interacted with the external environment, and what capital we have mobilised to create value for not only our stakeholders, but also the broader community.

At the same time this approach ensures we are aligning with the objectives of the AASB Exposure Draft ED270. Reporting service information towards more transparent reporting around inputs, outputs, outcomes, efficiencies and effectiveness.

Ultimately, it strengthens our business processes and performance by focusing attention on the interrelationship between our value enablers, inputs, outputs and the outcomes achieved by mobilising not only our financial capital, but also our people (staff and volunteers), intellectual capital (systems, processes, know-how) and our standing with external parties (families, hospitals, alliance partners) and society more broadly.

By offering greater transparency to our stakeholders we are not only providing insight into how our organisation has performed but importantly how we see it performing into the future to ensure we are always developing and delivering services and programs that help create a better life for every child impacted by cancer in measurable and meaningful ways.

About This Report

WHY INTEGRATED REPORTING?


Chairperson’s Message

A MESSAGE FROM OUR CHAIRIt gives me great pleasure to be introducing this Integrated Report. This past 18 months has been one of transition, growth and consolidation of our core mission to create a better life for children impacted by cancer.

We have strengthened our patient and family centred approach and have begun the journey to broaden our services to include support for children who have a parent or primary care giver diagnosed with cancer.

At the same time, we have remained committed to delivering our best in class national programs to help build resilience and optimism in families that are experiencing a child’s diagnosis with cancer. Our many stories of how lives are being changed positively are inspiring with a selection being featured in this report.

Through the support of our staff, partners and volunteers we have brought together over 2,500 families (2,548 to be exact) impacted by cancer via a wide array of innovative programs.

In continuing to strive for excellence, efficiency and strong governance, Camp Quality has achieved many significant milestones during this period including:

• Commissioning and publishing our first Social Return on Investment (SROI) report for our Primary School Education Program - demonstrating significant returns;

• The commencement of the commercialisation of the Camp Quality’s ORANGES Toolkit program;

• The diversification of our revenue streams and the improvement of our fundraising systems to increase efficiency, including a focus on regular giving and bequest programs;

• Strengthened corporate governance concentrated on driving outcomes;

• Maintenance of our rating within the top 20 most reputable charities in Australia (as of 2016 Camp Quality is currently #12 per the AMR Australian Charitable Reputation Index);

• A reduction in our operating costs by over $2M; and

• Achieving administration costs of 8%.

From a financial perspective, you will note we have now moved from financial year reporting to calendar year reporting. We took this measure as

we believe it provides a more accurate alignment with our annual business cycle.

In late 2016, we also had a planned change in senior leadership when Simon Rountree stepped down from the role of CEO after 16 years. During his time as CEO, Simon drove the organisation from its infancy to where it is today. We thank him sincerely for a truly remarkable effort. We are thrilled that Simon is remaining connected to Camp Quality as CEO of our newly created, wholly owned company – The ORANGES Toolkit: a wellbeing program that Simon was instrumental in developing.

We are very fortunate to welcome Kylea Tink as the organisation’s new CEO. An inspiring leader, who has managed the successful establishment and growth of a number of businesses - the most recent of which was the McGrath Foundation.

Kylea brings a wealth of experience in strategic planning, community building, brand creation, communications and business management.

Finally, my deep thanks and appreciation goes to all our dedicated staff, fellow Board members, corporate partners and volunteers who through their commitment ensure that day by day, and month by month, we continue to create better lives for children living with cancer.

“With Kylea and our team throughout Australia implementing our strategy, I am confident we will continue to fulfil the needs of our families and stakeholders and take Camp Quality to even higher levels of service and performance”.

Kim Jacobs AMChairman, Camp Quality


Kim Jacobs AMChairman, Camp Quality

CEO Update

WHERE WE ARE HEADED Now and then you are offered an opportunity to get involved in something bigger than yourself – something that has the potential to leave a lasting positive impression. That, for me, is what the opportunity to join Camp Quality as its CEO is all about.

With a history that spans over 34 years, there is no doubt the work that has been done by my predecessors and their teams has made the experience of a childhood cancer diagnosis just that little bit easier in Australia.

By grounding services and programs in clinical research showing the physiological and psychological benefits of optimism and resilience, Camp Quality has provided families with invaluable opportunities to both stay connected and develop life skills that enhance their overall wellbeing. Motivated by nothing more than a desire to see children diagnosed with cancer be given the opportunity to return to some sort of new normal, my predecessors have left a legacy that benefits us all.

In this context, I would specifically like to acknowledge and thank Simon Rountree for the work he has done at Camp Quality as CEO in the past 16 years. By leading the charge to embrace the principles of positive psychology, he led Camp Quality with optimism and ambition.

With such a foundation to work from, I am excited to be working as part of the team to take Camp Quality forward and commit that our ambitions will be no less than they have ever been.

The expansion of our purpose to provide innovative services and programs to all children impacted by a cancer diagnosis in Australia, be that their diagnosis or the diagnosis of a loved one (such as a parent, primary carer, sibling or friend) is something I am particularly excited by.

Current estimates suggest over 600 children will be newly diagnosed with cancer in Australia in the coming year. A further 10,000 will be living at some stage of their cancer experience. In addition

to these children a further 130,000 will have a parent diagnosed with cancer.

Add to that the alarming estimate that 1 in 2 Australian adults will be diagnosed with cancer before the age of 85, and you have a society where children under the age of 13 are more than likely trying to come to grips with cancer: What is it? What is truth and what is fiction? What does it mean for me or for the person I love?

It is these questions we, at Camp Quality, are committed to helping children in Australia navigate. Indeed, by working with children under the age of 13, we are setting ourselves an ambitious goal to reshape the mindset of a generation and create a more resilient, informed and compassionate young adult population. Fear and ignorance are debilitating, and with this as our context, we will commit to working tirelessly to educate and empower.

As we embark on this path, we remain 100% committed to ensuring we both protect and leverage all that we already do. Therefore, service and program evaluation will form a large part of our focus for 2017.

At the same time, we will continue to aggressively pursue a business strategy that sees us attract the most talented people, to do the most innovative work, to ensure our services and programs are best in class and reflect world-leading thinking.

We will not be afraid to fail as we understand that without the courage to pursue fresh thinking there can be no long-term shift in attitude and we will not settle for anything less than evolutionary thinking and change.

Ultimately, while we have come a long way, there is still much to do to encourage optimism, resilience and laughter for any child growing up with cancer so thank you – for being with us to this point and for continuing to support us in the belief that laughter is the best medicine.

Kylea TinkCEO, Camp Quality

“It is with the utmost respect that I take my place as the next Camp Quality CEO”


About Camp Quality

HOW WE MAKE A DIFFERENCECamp Quality is a children’s charity that exists specifically to help create a better life for kids living with cancer. We believe every child in Australia impacted by cancer should be given every opportunity to thrive.

Our unshakeable belief in the power of positivity forms the foundation of everything we do. Coupling this passion with the findings of world-leading research, we embrace the proven principles of positive psychology to build optimism and resilience through our programs and services.

WHY WE EXISTA cancer experience can place enormous physical, emotional and financial stress on families. Our unique programs and services are designed to meet the specific wellbeing needs of children (0 – 13) growing up with cancer, and their families. All our services and programs are provided completely free of charge. Ultimately, our aim is to build optimism and resilience for all our families. IN HOSPITAL We make hospital stays betterOur Camp Quality Family Liaison Coordinators are a friendly face, introducing families to Camp Quality services and encouraging access to the programs that meet their needs. Our Primary School Education Program Puppets – Kylie, Dean and Mel - visit children at their hospital bedside to distract them from trauma, ease anxiety and make them laugh. Our Child Life Therapists transform

the terrifying experience of hospital treatment by empowering children, distracting them from the stresses of hospital and providing practical support to kids and their families throughout their treatment. The Beads of Courage program, based at the Sydney Children’s Hospital Randwick, uses unique beads to track each procedure of a child’s cancer experience. The bead strings become a badge of honour for children, sometimes many metres long, allowing them to tell their own courageous story.

AT SCHOOL We build resilience through educationOur Primary School Education Program takes place across Australia where our puppets visit the pre-schools and primary schools of children diagnosed with cancer and those who have a parent or sibling diagnosed. Through storytelling, the shows explore the side effects of cancer treatment, bullying, the anxieties of a child returning to school, and how to be supportive of a classmate impacted by cancer.

Above: Our Primary School Education Program visits a public school in the Northern Territory.

Left: Jazmyn is visited in hospital by our Camp Quality Puppets - Dean and Melissa.


AT HOMEProviding resources to support wellbeingOur Kids’ Guide to Cancer App supports kids who have a parent, sibling, friend, or loved one with cancer. This free, interactive educational program answers the most common questions children have about cancer in age-appropriate language.

AWAY FROM IT ALL We put the fun back into being with your family and friends Our recreation programs create precious time for shared experience, learning, support and laughter. Our Camps provide kids and families impacted by cancer with a vital break to strengthen their wellbeing and boost their support networks. We run Kids’ Camps in every state for children as young as 4 and as old as 13. Our Camps help build resilience and valuable life skills. Kids experience time away from their parents, filled with fun and optimism. Our Mini Camps cater for 4–6 year olds, while our Junior Camps meet the needs of 7-9 year olds and Middle Camps for 10-13 year olds. Family Camps provide an opportunity for families to reconnect with each other and meet other families in a similar situation. Fun Days and Family Experiences give Camp Quality families the chance to reconnect and

create lasting memories. Meanwhile Retreats, located in Salamander Bay (NSW), Warrnambool (VIC) and West Beach (SA), provide a chance to relax and spend quality time away during treatment, or a quiet space to grieve. HOW WE MAKE IT HAPPEN As a not-for-profit, charity, operating since 1983, we rely heavily on the generosity of everyday Australians, corporate partners and volunteers to keep our programs and services running. Camp Quality does not currently receive any substantial financial support from the Australian Government or any of our State or Territory Governments, yet our services are provided completely free of charge, across the country, to whoever may need them, regardless of their challenges.

Wherever possible Camp Quality also enlists the help of outside parties to guide us in our work. We truly believe that the ‘alliance approach’ of working with others – whether they be in the not-for-profit space, or the commercial sector - will help accelerate our potential to drive change and deliver the best services we can to children impacted by cancer.

Above: The Angerosa family spending some quality time together at ourWarrnambool cabin in VIC.

Right: A group of some of our youngest campers enjoying a jungle themed Mini Camp.

“The cabin was great! Warrnambool and its surrounds were awesome. It’s always great to spend quality time with the family; sometimes it’s just

what you need” - Tania, Camp Quality parent


Our Strategic Plan

REACHING MORE KIDS IMPACTED BY CANCER

“As 2017 begins it is fair to say the results achieved over the past five years by Camp Quality are pleasing with participation rates among families ultimately growing at a faster rate than the charity could accommodate.”

2016 marked the end of a multi-year business strategy for Camp Quality that commenced in 2011. The business strategy built on insights derived from extensive research undertaken by the ‘Family Research Project’. This Project aimed to develop a broader understanding of the needs of children living with cancer and their families and how those needs were met by Camp Quality and other organisations. Specifically, it aimed to identify further scope for program and service development.

The five-year plan focused on expanding the services offered by Camp Quality to reach every child and family in Australia living with cancer.

During the last strategic period, a number of significant outcomes were achieved including:

• An expansion of the support Camp Quality offers in Australian Paediatric Hospitals nationally with growth in the number of funded Child Life Therapists and increased attendance and engagement within hospitals of both our Camp Quality Family Liaison Coordinators and our Camp Quality Puppets.

• The early stage development of a number of initiatives specifically targeting children who have a parent or primary carer diagnosed with cancer.

• The continued expansion of the Primary School Education Program to reach further and deeper into school nationally.

• Our first independent Social Return on Investment review conducted by KPMG for the Primary Schools Program.

• The launch of Camp Quality’s Kids Guide to Cancer App.

• The ongoing provision of age specific camps for children as young as 4 and old as 13.

• The continuation of our Family Camps and Family Fun Days alongside the ramping up of our Family Experience program.

REMARKABLE RESULTS ACHIEVEDAs 2017 begins, the results achieved by Camp Quality over the past five years are pleasing with participation rates among families growing faster than anticipated.

To accommodate growth over the past 18-months there has been an increased focus on identifying those most at need whilst also identifying and pursuing new, sustainable revenue streams. This has been critical to enabling the organisation to deliver programs with relevance, equity, reach and effectiveness.

Furthermore, there were some challanges in the revenue diversification space as Camp Quality did not achieve all set revenue targets within the period. In certain circumstances the organisation was able to maximise efficiency and effectiveness by reviewing costs. For example there was a major review of program investment to put a halt to some of the areas which were not delivering maximised results.

Ultimately, we are delivering services and programs that help build a braver, more optimistic and sustainable organisation that helps create better lives for children living with cancer.

LOOKING FORWARDIn 2017 Camp Quality will take time to review where the organisation has come from and once again look to the community to ensure whatever steps we take moving forward offer tangible, valuable and positive social benefits.

Whilst continuing to support existing services and programs, the organisation will regroup to ensure our focus remains relevant for the next five years. Key strategic initiatives identified for the organisation include:


• A thorough review of our services and programs with the intention of developing measures of Social Return on Investment for all Camp Quality Services and Programs

• An ongoing review and diversification of our income channels to ensure the removal of an over-reliance on community fundraising

• Continuous review of our work processes and policies to ensure maximum efficiencies; and

• An ongoing commitment to working with others from across the sector to ensure there is no duplication of service.

With current statistics indicating 1 in 2 Australian adults will be diagnosed with cancer over the course of their lifetime there is little doubt many more children than in the past will be faced with both the significant physical and mental health

challenges associated with coming to grips with the diagnosis of a loved one.Moving forward we will continue to work to ensure that any child impacted by cancer is given every opportunity to thrive. We will do this by:

• Supporting kids in developing life skills by creating and providing innovative solutions that strengthen their wellbeing;

• Basing our solutions in key principles of positive psychology; and

• Making sure we are where kids need us to be: be that in a hospital, in the community, in schools or at home.

Only then will we have remained true to our commitment to creating a better life for every child impacted by cancer.

“My name is Kelly. I’m a single parent of 4 wonderful kids and I

was diagnosed with stage 4 cancer in May 2016. We cannot afford

holidays, so when Camp Quality was able to offer us some family time

away we welcomed the opportunity with grateful hearts. My children have been absolute superstars

throughout my treatment, and to have a week at the beach with them was the best respite! Thank you so

very much” - Kelly Manning

Above: The Manning family enjoying a rare

holiday away together thanks to Camp Quality.

Left: A Stanwell Tops Middle Camp held in

April 2016.


How We Create Value

1. OUR VALUES

Camp Quality is guided by five key values:

• OPTIMISM: Spreading positivity and enthusiasm in the way we interact• EXCELLENCE: Seeking greatness in all that we do• INTEGRITY: encouraging trust through personal leadership• ACCOUNTABILITY: accepting responsibility for actions and results• CELEBRATING LIFE: approaching life as an adventure

3. VALUE CREATION

Camp Quality creates value through four program streams designed to meet the specific wellbeing needs of children (0-13 years) growing up with cancer, and their families, free of charge. They are:

• At Hospital • At School • At Home • Away from it all

4. EXTERNAL ENVIRONMENT

Camp Quality’s value creation is constantly challenged by the external environment - these external challenges include:

• Economic conditions• Technological change• Societal issues• Legal and regulatory matters• Environmental change


AT HOSPITAL10,200 Child Life Therapy

sessions in 3 major paediatric hospitals in NSW and 2 in Victoria.

Our puppets and Family Liaison Coordinators made 494 hospital

visits across the country.

AT SCHOOLOur Primary School Education

Program was seen by 245,068 students over

898 school shows.

AWAY FROM IT ALLWe delivered 215

Recreation Programs and brought together 2,548

families impacted by cancer.

53 families had a break from their cancer experience

on a retreat.

2. VALUE ENABLERS

Camp Quality’s value enablers are the inputs that allow us to do business. They are broken down into four areas:

• Intellectual Property (including continuous improvement in business processes)• Social and Relationship Capital• Human Capital• Financial Capital

5. STRATEGIC FOCUS AREAS

Camp Quality’s strategy has five focus areas:

• INNOVATION: Ensuring our programs are relevant, equitable and effective and support our families.• VALUE: Our strong, sustainable and diverse revenue streams.• BRAND: Unique brand supporting reach, revenue and culture.• INDUSTRY BEST: Strong governance and safety. • QUALITY: Supporting a more diverse, skilled and effective people base.

OUR PURPOSE IS TO CREATE A BETTER LIFE FOR

EVERY CHILD IMPACTED BYCANCER IN AUSTRALIA

6. PURPOSE

Our purpose is to create a better life for every child impacted by cancer in Australia.

Provided a broad range of services to 755 new families.

INTELLECTUALCAPITAL

SOCIAL AND RELATIONSHIP CAPITAL

HUMAN CAPITAL

FINANCIAL CAPITAL

6. PURPOSE


AT HOMEOur Kids’ Guide to

Cancer App supporting kids who have a parent, sibling, friend, or loved one with cancer was downloaded

1,933 times.

3. VALUE CREATION


1. OUR VALUES

Camp Quality is guided by five key values:

• OPTIMISM: Spreading positivity and enthusiasm in the way we interact• EXCELLENCE: Seeking greatness in all that we do• INTEGRITY: encouraging trust through personal leadership• ACCOUNTABILITY: accepting responsibility for actions and results• CELEBRATING LIFE: approaching life as an adventure

3. VALUE CREATION

Camp Quality creates value through four program streams designed to meet the specific wellbeing needs of children (0-13 years) growing up with cancer, and their families, free of charge. They are:

• At Hospital • At School • At Home • Away from it all


Camp Quality’s value creation is constantly challenged by the external environment - these external challenges include:

• Economic conditions• Technological change• Societal issues• Legal and regulatory matters• Environmental change


AT HOSPITAL10,200 Child Life Therapy

sessions in 3 major paediatric hospitals in NSW and 2 in Victoria.

Our puppets and Family Liaison Coordinators made 494 hospital

visits across the country.

AT SCHOOLOur Primary School Education

Program was seen by 245,068 students over

898 school shows.

AWAY FROM IT ALLWe delivered 215

Recreation Programs and brought together 2,548

families impacted by cancer.

53 families had a break from their cancer experience

on a retreat.

2. VALUE ENABLERS

Camp Quality’s value enablers are the inputs that allow us to do business. They are broken down into four areas:

• Intellectual Property (including continuous improvement in business processes)• Social and Relationship Capital• Human Capital• Financial Capital


Camp Quality’s strategy has five focus areas:

• INNOVATION: Ensuring our programs are relevant, equitable and effective and support our families.• VALUE: Our strong, sustainable and diverse revenue streams.• BRAND: Unique brand supporting reach, revenue and culture.• INDUSTRY BEST: Strong governance and safety. • QUALITY: Supporting a more diverse, skilled and effective people base.

OUR PURPOSE IS TO CREATE A BETTER LIFE FOR

EVERY CHILD IMPACTED BYCANCER IN AUSTRALIA

6. PURPOSE

Our purpose is to create a better life for every child impacted by cancer in Australia.

Provided a broad range of services to 755 new families.

INTELLECTUALCAPITAL

SOCIAL AND RELATIONSHIP CAPITAL

HUMAN CAPITAL

FINANCIAL CAPITAL

6. PURPOSE


AT HOMEOur Kids’ Guide to

Cancer App supporting kids who have a parent, sibling, friend, or loved one with cancer was downloaded

1,933 times.

3. VALUE CREATION


Our Business Model

A PERIOD IN REVIEWThe table below summarises how we have applied our available resources (Value Enablers) to deliver activities across each of our five Strategic Focus Areas; being Innovation, Value, Brand, Industry Best and Quality. The outputs for each activity are noted and linked to strategic outcomes. Further information of the strategic outcomes achieved are provided on pages 20 to 23.

STRATEGIC FOCUS AREA INPUTS ACTIVITIES OUTPUT

INNOVATION

SOCIAL AND RELATIONSHIP

CAPITAL

HUMAN CAPITAL

INTELLECTUAL CAPITAL

FINANCIAL CAPITAL

Undertook the first Social Return on Investment Review for one of our programs. • Conducted independently by KPMG on the Primary School Education Program• The report identified a $7 return to the community for each $1 spent on the Primary School Program.

Provided access to Salamander Bay Retreat (Made possible thanks to the generosity of the Joan Margaret Peterson Foundation)

• 53 families were provided with time away from the stresses of cancer

Increased funding of Child Life Therapists in Victoria and Hunter Region. • 5 Child Life Therapists in five major paediatric hospitals across NSW and Victoria now funded by Camp Quality• Completed 10,200 educational child life therapy sessions

Continued to support the Beads of Courage Program at Sydney Children’s Hospital, Randwick.

• 1,510 Beads distributed to 100 children

Continued to support the Primary School Education Program delivery • Tailored script developed in collaboration with a Director from the Sydney Theatre Company• Delivered by 5 Puppet teams spread nationally to over 245,068 children across 898 schools• Providing an opportunity for students and teachers to learn more about how cancer affects both individuals and others

Increased the time spent in Children’s Oncology Wards and Clinics in specialist Paediatric Hospitals nationally by our 5 Family Liaison Coordinators

• Each coordinator made weekly visits to one of nine hospitals nationally• 494 visits in total• 755 new families registered for Camp Quality support through this contact

Increased the visits to Paediatric oncology wards and Clinics across Australiaby our 5 Primary School Program Puppet teams spread nationally (1 team each in Adelaide, Brisbane, Melbourne, Perth and Sydney)

• 494 hospital visits conducted, bringing laughter and optimism to the children on the wards and in the clinics.

Introduced the Program Outcome Models (POM) across all Recreation Programs. Continued improvement of our Family Camp and Family Fun Day offerings.

• Over 215 Programs incorporated POM principles.• 90 Family Fun Days coordinated across 12 centres• 474 Family Experiences provided• 2,548 families reached

Continued to promote the Kids Guide to Cancer App • 1,933 downloads between July 2015 - December 2016

Continued to develop services and programs for children with a parent or primary carer with cancer

• Invested in the development of a pilot program to specifically support children with a parent or primary carer diagnosed with cancer

• Brave Beginnings operational outline completed• Pilot recruitment commenced

Reviewed our Kids Camp format • Cost of Kids Camps was reduced without impacting the number of children serviced by the program• Format changes reduced length of camps to enable adequate number of camps at an efficient cost base• 215 camps delivered to support 1,585 kids

Reviewed our Family Experience program • Refreshed Family Experience Program launched and managed at local level by Recreation Program Coordinators in collaboration with Family Liaison Coordinators

• 474 family experiences provided through in-kind community and corporate support

Value enablers are the resources and relationships

that are used by Camp Quality to create value.

Ensuring our programs are relevant,

equitable and effective and support

our families.



INNOVATION


CAPITAL

HUMAN CAPITAL


FINANCIAL CAPITAL

Undertook the first Social Return on Investment Review for one of our programs. • Conducted independently by KPMG on the Primary School Education Program• The report identified a $7 return to the community for each $1 spent on the Primary School Program.

Provided access to Salamander Bay Retreat (Made possible thanks to the generosity of the Joan Margaret Peterson Foundation)

• 53 families were provided with time away from the stresses of cancer

Increased funding of Child Life Therapists in Victoria and Hunter Region. • 5 Child Life Therapists in five major paediatric hospitals across NSW and Victoria now funded by Camp Quality• Completed 10,200 educational child life therapy sessions

Continued to support the Beads of Courage Program at Sydney Children’s Hospital, Randwick.

• 1,510 Beads distributed to 100 children

Continued to support the Primary School Education Program delivery • Tailored script developed in collaboration with a Director from the Sydney Theatre Company• Delivered by 5 Puppet teams spread nationally to over 245,068 children across 898 schools• Providing an opportunity for students and teachers to learn more about how cancer affects both individuals and others

Increased the time spent in Children’s Oncology Wards and Clinics in specialist Paediatric Hospitals nationally by our 5 Family Liaison Coordinators

• Each coordinator made weekly visits to one of nine hospitals nationally• 494 visits in total• 755 new families registered for Camp Quality support through this contact

Increased the visits to Paediatric oncology wards and Clinics across Australiaby our 5 Primary School Program Puppet teams spread nationally (1 team each in Adelaide, Brisbane, Melbourne, Perth and Sydney)

• 494 hospital visits conducted, bringing laughter and optimism to the children on the wards and in the clinics.

Introduced the Program Outcome Models (POM) across all Recreation Programs. Continued improvement of our Family Camp and Family Fun Day offerings.

• Over 215 Programs incorporated POM principles.• 90 Family Fun Days coordinated across 12 centres• 474 Family Experiences provided• 2,548 families reached

Continued to promote the Kids Guide to Cancer App • 1,933 downloads between July 2015 - December 2016

Continued to develop services and programs for children with a parent or primary carer with cancer

• Invested in the development of a pilot program to specifically support children with a parent or primary carer diagnosed with cancer

• Brave Beginnings operational outline completed• Pilot recruitment commenced

Reviewed our Kids Camp format • Cost of Kids Camps was reduced without impacting the number of children serviced by the program• Format changes reduced length of camps to enable adequate number of camps at an efficient cost base• 215 camps delivered to support 1,585 kids

Reviewed our Family Experience program • Refreshed Family Experience Program launched and managed at local level by Recreation Program Coordinators in collaboration with Family Liaison Coordinators

• 474 family experiences provided through in-kind community and corporate support

STRATEGIC FOCUS AREAS

Ensuring our programs are relevant, equitable and effective and support our families.

Our strong, sustainable and diverse reve-nue streams.

Unique brand supporting reach, revenue and culture.

Strong governance and safety.

Supporting a more diverse, skilled and effective people base.



QUALITY


CAPITAL

HUMAN CAPITAL


FINANCIAL CAPITAL

Continued to enhance National Online Volunteer Induction • 100% of all new volunteers have completed training

Undertook Volunteer Engagement Survey • 180 volunteers completed survey

Facilitated Camp Leader Training • 10 leaders trained from 7 locations• 6 employees trained from 5 locations

Facilitated EAP Ambassador Training • 10 employees trained to act as ambassadors to assist colleagues with wellbeing

Continued to support Online Compliance Training for all employees • All employees 100% compliant with safety training modules

Continued to actively support our Volunteer Program • Volunteers provided 14,810 days equivalent to about 61 FT employees

Refined the Oranges Toolkit Program workbook and train the trainer guide • 3 internal Oranges Toolkit sessions completed• 46 Camp Quality employees completed Oranges Toolkit training, delivered by 3 trainers nationally

VALUE

Continued to pursue Gifts in kind (GIK) • GIK received worth $3.08M

Continued to improve the Fundraising Management CRM • Involved dedicated staff resource• Records for 200,000 supporters including donation history stored on Raisers Edge • 121,644 gifts (including RG) processed and receipted

Staged a number of unique events and campaigns • Continued execution of esCarpade; wesCarpade; Convoy; 1,000 Ks 4 Kids; Dine at Mine and Giggle Balls• $8,695,550 raised• 26,948 records added to the supporter database

Increased investment to allow for diversified fundraising streams • Between July 2015 and Dec 2016, $7.3M was spent on direct fundraising expenses (excluding salaries)• 38 Bequests totalling $3.2M• Secured $500K from private trusts and foundations• 12 Major donors contributed $208,150• Investment in Regular Giving raised $2.2M• Community Fundraising and Events raised $14M• Corporate partnerships raised $3.8M

INDUSTRY BEST

Launched the Australian Childhood Foundation (ACF) online training to volunteers.

• 398 new volunteers were recruited and trained to ACF standards• 100% of eligible existing volunteers completed ACF training• Secured Australian Childhood Foundation (ACF) accreditation renewal• Continued and improved Child Protection adherence

Tested security of systems and data testing • IT Security upgrades completed• Firewall upgrade protects our core business applications and private network• Deployed Multifactor authentication

Systematically reviewed of all operating systems and expenses • Operating surplus of $1.4m during this reporting period.

Implemented new budgeting software • Financial literacy training conducted across the organisation• 5 orientations were provided to the 17 managers and budget holders across the organisation to drive efficiencies • Changed budgeting process to bottom-up approach that enhanced the integrity and ownership of the budget

Reviewed all IT services and contracts • Driven by dedicated staff resource and engaging external support• Board-endorsed Digital Strategy now in scope for execution in 2017–18

Introduced a national ticketing and registration platform • Implemented EventBrite – a streamlined process for managing events (both national and local)• 13 Camp Quality run events sold 1,929 tickets online in first 18 months• Decreased manual labour required to support events

BRAND Increased investment in Digital Strategy • Driven by dedicated staff resource and engaging external support• Board-endorsed Digital Strategy now in scope for execution in 2017–18

Developed and executed a dedicated brand campaign • Tangible Camp Quality Christmas Crack Ups product• High Profile Brand Campaign achieved 272 media clippings• 2,314 pledges made through crowd funding platform Pozible• 3,741 boxes of Christmas crackers distributed• 1,959 new supporter records/donor leads

Our strong, sustainable and diverse revenue

streams.

Supporting a more diverse, skilled and

effective people base.

Strong governance and safety.

Unique brand supporting reach,

revenue and culture.

A PERIOD IN REVIEW (continued)



QUALITY


CAPITAL

HUMAN CAPITAL


FINANCIAL CAPITAL

Continued to enhance National Online Volunteer Induction • 100% of all new volunteers have completed training

Undertook Volunteer Engagement Survey • 180 volunteers completed survey

Facilitated Camp Leader Training • 10 leaders trained from 7 locations• 6 employees trained from 5 locations

Facilitated EAP Ambassador Training • 10 employees trained to act as ambassadors to assist colleagues with wellbeing

Continued to support Online Compliance Training for all employees • All employees 100% compliant with safety training modules

Continued to actively support our Volunteer Program • Volunteers provided 14,810 days equivalent to about 61 FT employees

Refined the Oranges Toolkit Program workbook and train the trainer guide • 3 internal Oranges Toolkit sessions completed• 46 Camp Quality employees completed Oranges Toolkit training, delivered by 3 trainers nationally

VALUE

Continued to pursue Gifts in kind (GIK) • GIK received worth $3.08M

Continued to improve the Fundraising Management CRM • Involved dedicated staff resource• Records for 200,000 supporters including donation history stored on Raisers Edge • 121,644 gifts (including RG) processed and receipted

Staged a number of unique events and campaigns • Continued execution of esCarpade; wesCarpade; Convoy; 1,000 Ks 4 Kids; Dine at Mine and Giggle Balls• $8,695,550 raised• 26,948 records added to the supporter database

Increased investment to allow for diversified fundraising streams • Between July 2015 and Dec 2016, $7.3M was spent on direct fundraising expenses (excluding salaries)• 38 Bequests totalling $3.2M• Secured $500K from private trusts and foundations• 12 Major donors contributed $208,150• Investment in Regular Giving raised $2.2M• Community Fundraising and Events raised $14M• Corporate partnerships raised $3.8M

INDUSTRY BEST

Launched the Australian Childhood Foundation (ACF) online training to volunteers.

• 398 new volunteers were recruited and trained to ACF standards• 100% of eligible existing volunteers completed ACF training• Secured Australian Childhood Foundation (ACF) accreditation renewal• Continued and improved Child Protection adherence

Tested security of systems and data testing • IT Security upgrades completed• Firewall upgrade protects our core business applications and private network• Deployed Multifactor authentication

Systematically reviewed of all operating systems and expenses • Operating surplus of $1.4m during this reporting period.

Implemented new budgeting software • Financial literacy training conducted across the organisation• 5 orientations were provided to the 17 managers and budget holders across the organisation to drive efficiencies • Changed budgeting process to bottom-up approach that enhanced the integrity and ownership of the budget

Reviewed all IT services and contracts • Driven by dedicated staff resource and engaging external support• Board-endorsed Digital Strategy now in scope for execution in 2017–18

Introduced a national ticketing and registration platform • Implemented EventBrite – a streamlined process for managing events (both national and local)• 13 Camp Quality run events sold 1,929 tickets online in first 18 months• Decreased manual labour required to support events

BRAND Increased investment in Digital Strategy • Driven by dedicated staff resource and engaging external support• Board-endorsed Digital Strategy now in scope for execution in 2017–18

Developed and executed a dedicated brand campaign • Tangible Camp Quality Christmas Crack Ups product• High Profile Brand Campaign achieved 272 media clippings• 2,314 pledges made through crowd funding platform Pozible• 3,741 boxes of Christmas crackers distributed• 1,959 new supporter records/donor leads

A PERIOD IN REVIEW (continued)


Risks and Opportunities

RISK MANAGEMENT APPROACHWe believe effective risk management is more than just complying with good practice and regulation. It is about good management, ownership, accountability and ensuring we take informed decisions both at a strategic level and in our day-to-day activities. Understanding the risks and opportunities we face, particularly in relation to our strategy, is key to the delivery of our objectives, to protecting our reputation and the community.

OUR RISK APPETITEAs a reputable children’s charity in Australia we are not averse to taking appropriate risk and seeking out opportunities; risks are an inherent part of delivering our strategy, innovating and creating long-term sustainable value.

Our Board formally sets and agrees our risk appetite as part of its discussion on strategy and approval of the annual work plan and budget. This involves the Board discussing the factors which affect the level of risk we are willing to take in delivering our objectives and our vision of being a charity focused on creating a better life for every child impacted by cancer in Australia.

The Board of Camp Quality approved an overarching organisational Risk Appetite Statement in September 2015 that clearly defines acceptable and unacceptable risks.

Risks for which Camp Quality has zero tolerance are:

1. Children riskNon-compliance/non-adherence to safeguarding children practices from any involved person (employees, volunteers, contractors, family members, etc.)

2. People risk• A work environment which allows bullying and

harassment;• Disregard for the safety of personnel from events

that are within Camp Quality’s control;• Activities and actions at the expense of Camp

Quality’s values; • Material non-adherence to Camp Quality’s policies

and procedures.

3. Fraud and corruption

4. Regulatory risk and non-compliance of relevant laws

5. Data integrity risks Poor design or poor maintenance of systems that could compromise stakeholders’ confidential information.


RISKS MITIGATION MEASURES RESULT DURING REPORTING PERIOD

Children Risk (safeguarding

children)

Training to staff and volunteers; regular assessment of our systems and processes by independent assessors, regular safety audits. No incidents

People Risk (work place not allowing bullying and harassment)

Regular audit of work environment including by independent people, safety audit, regular sessions on personal safety and safety for others, training on safety and values.

No incidents

Fraud and Corruption

Development and implementation of financial and procurement policies, Delegation and Limits of Authorities, stringent internal control systems, internal audits, external audits.

No incidents

Legal and regulatory risks

Legal literacy across the organisation to create awareness on regularity requirement, professional legal support as required etc.

No breach against any law and regulations

No investigations/enquiries or any threatened or actual litigation against Camp Quality staff, volunteers and or anyone involved with our programs

Data Integrity risks

Implementation of Privacy Act and regulations, data integrity audit, penetration test by independent assessors, PCI audit. No security breaches

Monitoring and reviewing our risk management and internal control systems:

Ownership of risk management is the responsibility of the Board. The Board continually reviews the effectiveness of our risk management and control systems through a system of regular, formal bi-monthly reporting from the management.

1. The bi-monthly reports encompass a range of risks (child protection, IT systems and security, employee engagement, media issues, financial management and governance) that the organisation has been exposed to and their status on the reporting date. The report also covers any emerging risks that may impact Camp Quality.

2. The Board delegates some of the responsibilities for review to the Audit and Compliance Committee (ACC). This Committee, which is chaired by a Fellow of Institute of the Chartered Accountants in Australia and New Zealand, and has members of varied skills and background, plays a pivotal role in embedding our risk management framework throughout the organisation.

1.

The table below illustrates how Camp Quality mitigated against some of our most significant risks: We also draw on skills of the industry experts in creating awareness across the organisation on emerging business risks and their impact if they occur. Our pro-bono legal service providers, and data security experts at one of the four big banks in Australia provide on-going support to minimise our risks in regulatory compliance, data security and financial processes.

During this reporting period, the Audit and Compliance Committee undertook several initiatives to assess the risks in the context of external and internal environments. These initiatives included workshopping our risks with our insurance agents and implementing actions to address the enterprise risks including the management of insurable risks. The Committee also commissioned an independent review of the effectiveness of our risk management system in regards to data security from a PCI-DSS compliance perspective. Milestone 1 of the PCI-DSS compliance process has been completed and milestone 2 is drawing near completion. The committee continues to work closely with the PCI-DSS assessor, a senior security specialist to ensure that its approach to credit card security is appropriate to our risk profile.

As child protection is one of the most important risk for us to manage, we have introduced several initiatives to ensure we create, maintain and nurture an environment that protects children. Camp Quality is accredited by Australian Childhood Foundation (ACF) and our systems and processes are considered best in class as substantiated by the ACF in their accreditation report in late 2015, and also in their Annual Review in 2016.


“A LAUGHIS A

SMILETHAT

BURSTS”


How We Performed

KEY BUSINESS OUTCOMESThe following section reviews the key performance outcomes of our business across our five Strategic Focus Areas.

1. INNOVATION

In Hospitals:Child Life Therapists transform the often-terrifying experience of hospital treatment by empowering children growing up with cancer. The life skills they teach can mean the difference between a child needing to be pinned down for treatment, or not needing a general anaesthetic at all. Thanks to the positions funded by Camp Quality 10,200 sessions were conducted in 5 Paediatric Hospitals nationally.

In Our Recreation Programs:• Our Recreation Programs are an opportunity

for families and children to reconnect with each other and make new connections with people in a similar situation. This builds their toolkit of resources for the ongoing experiences they face and can create lifelong friendships. It is an opportunity to relax and make memories not centred on sickness.

• Thanks to the significant number of gifts in kind (GIK) operating expenses for the recreation program were reduced by $642K allowing more camps to be hosted across the country than originally anticipated.

In Schools:An internal evaluation in 2015 on our Primary School Program to measure the impact of the program using a mixed-methods approach, collected quantitative data obtained from specifically designed cancer knowledge tests and combined this with qualitative data derived from focus groups and interviews.

The evaluation provided valuable information around the impact of the program and the evaluation confirmed that the program:

• Provides kids living with cancer with a better transition back to school.

• Positively impacts on the cancer knowledge of patients’ peers.

• Allows for siblings to share cancer knowledge with friends.

• Is a catalyst for conversations about cancer in the school environment.

• Provides a shared language/opportunity for schools to discuss cancer

Subsequent to this internal review, the tailoring of our script to include the story of both a young girl with cancer and a young boy whose mother has cancer has resulted in an increased understanding of the impact of cancer in its many forms across the primary school educational cohort; greater teacher confidence among those teachers who attended a show; and greater empathy among peer groups. An independent Social Return on Investment conducted in 2016 by KPMG, and based on conservative assumptions, on our Primary School Education Program found the overall return on investment for the program is 648%, which means that for each $1 invested in the program there is almost a 7-fold return. Additionally, a survey to collect information about the impact of the Primary School Education Program found that 96% of parents found the program effective in increasing overall wellbeing, optimism and happiness through building awareness and understanding of cancer within the school. 46% of parents also reported a decrease in indirect bullying (e.g. pointing, whispering and staring) of patients’ after the Primary School Education Program had been delivered.

At Home:The Kids Guide to Cancer app won the Best in Class Award in the Charity category at the international award from the IMA - Interactive Media Awards. Most importantly, the app responds to an urgent need, identified by health and education professionals, to provide age-appropriate information to kids without scaring or confusing them. The app has provided kids with age appropriate material that is relevant to their experience of cancer.


2. VALUE

As an integral part of our strategy of living within our means, and to lead in industry best practices, we started assessing the profitability of all our revenue streams during the last 18 months. This process has helped us to utilise our resources as efficiently as possible, increase revenue and optimise returns on our investment in fundraising.

Income:Our return on investment has been as follows: • Partnerships 299% (previous year 354%); • Events and Community Fundraising 68% (previous year 46%);• Face-to-Face Campaign and Regular Giving (F2F

and RG) 12% (previous year negative return of 6%).

• Additionally, two long running events were restructured within this reporting period. SupperClub was discontinued as, after a number of successful years, the event began to run at a negative return on investment. Previous supporters of SupperClub were encouraged to participate in Dine at Mine or Giggle Ball initiatives. Furthermore, the way the funds were distributed for Illawarra Convoy changed, resulting in decreased revenue for the organisation ($1.7M in 2015 to $500K in 2016), however the event, which is now run by a third party, still maintains a high ROI for the Illawarra region and will continue.

Expenses:After a careful review of organisational expenses including looking at national IT spend, insurance premiums and selling off a few bricks and mortor properties, a significant saving of $750K from Camp Quality’s operating expenses was able to be achieved.

3. BRAND

Creation of innovative Brand Revenue Streams:2015 saw Camp Quality’s first ever socially led brand campaign – an ode to Christmas that promoted Camp Quality’s motto “laughter is the best medicine”. By using video content and paid advertising, Camp Quality’s brand was pushed to hundreds of thousands of people. The campaign provided the organisation with invaluable lessons to move forward with when developing integrated brand campaigns.

Subsequently during the Christmas period of 2016 Camp Quality implemented our first Crowd Funding campaign using the platform Pozible to support the production of the charity’s first ever branded product – Christmas Crack Ups. The Christmas Crack Ups campaign generated 2,314 leads (1,959 of those were first-time donors to Camp Quality) and saw 272 media piece mentions.

In the first year, this campaign did not provide adequate financial return for the organisation based on the investment made into the setup of the campaign. Additionally, there were a number of logistic issues in on time delivery. Currently, we are identifying opportunities to make the Camp Quality Crack Ups campaign more viable moving forward by exploring partnership opportunities to collaborate on improving the product, distribution and execution to ensure maximum reach and revenue generated.

A structured plan to implement paid advertising for Social Media on online campaigns (e.g. Appeals) was implemented. It enforced measuring the success of paid campaigns against the organisation’s goals, ensuring money was meaningfully spent. Revenue has started coming in from campaigns through social media initiatives for the first time in Camp Quality’s history.

Above: The Camp Quality Christmas Crack Up designs;(left to right) Gorgeous Giggles, Laugh Out Louds and Silly Smiles


How We Performed - continued

HOW WE’RE TRACKINGDevelopment of the Digital Strategy:While Camp Quality have engaged in the digital and social spaces in the past, the organisation did not have a clear objective of what it wanted to achieve in the online space

In the reporting period, the development, approval and adoption of Camp Quality’s Digital Strategy has created a roadmap for targeted digital activities. As a result the organisation is now working towards achieving clear objectives for each activity stream; action orientated goals and defined measurables.

Improvement of Brand and Marketing Processes:Several new systems (including EventBrite, HEROIX and Sprout Social) were adopted during this reporting period to improve the user experience for people interacting with Camp Quality online. This in turn built trust and improved real time engagement for stakeholders, improved Camp Quality’s reputation and reduced manual labour within local offices. All of this was achieved during this reporting period and is evidenced by the increase in social media audiences (Facebook up 73%; Twitter up 82%; Instagram up 63%; LinkedIn up 38% and YouTube up 73%).

At the same time redesigned registration forms were integrated into Camp Quality Microsites (e.g. wesCarpade and Dine at Mine). This allowed users to register on the same site/page that they landed on. Keeping users on the same site again built trust and reputation and provided a more seamless experience, which in turn created better conversion rates for these events.

4. QUALITY

Planning and Budgeting: Throughout 2016 Camp Quality implemented Oracle’s Cloud system in phases. A sophisticated allocations model was developed to give accurate ROI figures for all our activities. Detailed Workforce planning tools were developed that provided accurate month on month headcount and payroll costs. A branch and head office budgeting model was rolled out and has driven increased levels of transparency and financial accountability for our budget holders and corresponding improvements in decision-making and resource usage.

Operating surplus: This reporting period is significant in that we delivered a modest positive operating surplus after a gap of five years. The surplus of $1.4m was achieved without compromising the level and quality of services and, despite no-increase in revenue compared to prior years, we were able to increase our spend on program delivery by 3% while reducing administration expenses.

People and Culture:At Camp Quality we take the welfare of our employees seriously. Given this, we are committed to a significant level of investment in this area of our organisation. In this reporting period that investment has resulted in a number of outcomes including:

• Significant preparations were made to manage employee Success Plans in a paperless format through a new Human Resource Information System. When implemented this system will support more efficient performance management and accountability against organisational success measures.

• 100% compliance by all employees and volunteers to maintain our leadership position as best in class NFP in Safeguarding Children and Young People (SCYP).

• A significant increase in the number of online internal learning opportunities for flexible learning, employee engagement and cost efficiency with 14 employees completing 23 online modules to further their learning.

• 52 attendances at a Lunch & Learn session and 29 attendances at a Mindful Morning.

• 46 employees completed the ORANGES Toolkit Program; the training providing them with the tools and techniques for individual wellbeing.

• Continuous recruitment and training of Volunteers to support the Recreation program delivery across Australia. 398 new volunteers were recruited and trained to ACF standards.

• Successful engagement of Volunteers nationally with 1,405 ACF certificates being received in the reporting period.


Information and Communications Technology: Work undertaken by our IT team has not only seen the costs of our program reduce significantly but has also resulted in increasing productivity and mobility.

• The rollout of high-speed Internet and the ongoing reduction of network costs have increased service levels to the local branches as well as saving money

• Our current IT system ensures a consistent experience for all Camp Quality staff regardless of their location

• The business has pursued Lync services to enable tele and video conferencing between offices and

“anywhere” capacity in terms of receiving and managing phone conversations• At the same time security upgrades, have made

it considerably harder for unauthorised access to our data centre.

• Our thanks to Hewlett Packard, Ricoh and Intel for their ongoing assistance and support in this area. The Information Services team has successfully transitioned from providing services to the business to leading business process improvement across the business. During this time, we have consistently reduced the day-to-day running costs of IT and communications allowing for the investment in increased governance and security as well as business improvement projects. 2017 will continue this trend. We will continue to migrate systems from our private cloud to the public cloud and take advantage of technology developments to drive day to day IT running costs down.

5. INDUSTRY BEST New Financial Management System: Late in 2015, in conjunction with new accounting architecture, we rolled out new accounting software MS Navision across the organisation. To deliver the full benefit of the new system to the operational management, we use the Budgeting and Planning System and the BI software to deliver easy to use drag and drop reporting and drill down allowing business managers real time access to key business performance measures.

Migration to cloud-based systems: During 2016 we continued to replace legacy on-premises software solutions with market leading cloud-based solutions from Microsoft, Oracle and Salesforce. By leveraging non-profit pricing and our professional relationships, we have achieved this while reducing our year-on-year spend on IT. All our 2016 projects have been based on public cloud platforms and are part of a migration strategy that will continue in 2017 and conclude in 2018 when we will be able to retire our last servers in the Data Centre.

Family and Volunteer Engagement System (FAVES) In November 2016, Camp Quality launched the Family and Volunteer Engagement System (FAVES). This Salesforce based system provides key stakeholders (our families and volunteers) with a mobile and tablet friendly portal that allows them to sign-up for Camps, Family Fun Days and other programs. This System has created a vastly improved customer experience for our most important stakeholders as well as increasing levels of productivity in our programs team. FAVES functionality ensures that:

• Families and volunteers are invited by email or SMS to participate in an activity and can register interest or confirm attendance by clicking through to the FAVES portal.

• Paper based family registration and event registration has been eliminated and families and volunteers do not have to repeat their contact information every time they apply for a camp or other Camp Quality experience.

• Registrations are tracked and subsequent communications managed through FAVES by our program team.

• Dashboards inform the programs team how well attended an event is or is likely to be and whether action is required.

• Accuracy of family contact records have improved by 100%.

• Registered volunteer numbers at 1,172 as at December 31st 2016.

• Staff expense associated with Program execution reduced by $240K.


The Camp Quality Board takes its governance responsibilities very seriously. The Board draws on relevant corporate governance best practice principles to assist in contributing to the performance of the organisation.

Throughout this reporting period the 8 principles listed below have been at the forefront of all decisions made by the Board. Some of the key actions taken by the Board during this time include:

• Board agenda focused on the future strategy in addition to reviewing the current performance.

• Exclusive Board Strategy Day held to review the performance against the goals and annual targets, challenges and opportunities reviewed.

• Commercialised Camp Quality ORANGES Toolkit Program: a wholly owned subsidiary that is focused on positive psychology.

• Recruited and appointed new Chief Executive Officer Kylea Tink who commenced in January 2017.

• Developed and implemented a new Risk Appetite Statement that clearly articulates the tolerance level for various types of risks and reporting mechanisms by the management and role of various Committees of the Board.

• Engaged independent experts to assist the Board to manage the stringent requirements of Privacy Act particularly in data governance and security.

• Engaged the services of an Investment Fund Manager to help the Board effectively manage the investment portfolio.

• Developed a five-year roadmap for financial growth investing $12.6M in face-to-face and regular giving.

Our Governance

LEADING THE WAY FORWARD

The Camp Quality Board strives to abide by eight governance principles as listed below:

Principle 1: Lay solid foundations for management and oversight

Principle 2: Structure the Board to add Value

Principle 3: Act ethically and responsibly

Principle 4: Safeguard integrity in company reporting

Principle 5: Make timely and balanced disclosure

Principle 6: Respect the right of members

Principle 7: Recognise and manage risk

Principle 8: Remunerate fairly and responsibly

• Provided leads and raised funds from high net worth individuals to assist in furthering our objectives.

• Performed regular Board Evaluation to assess skill requirements.

BOARD COMPOSITION In a quest to continually improve the efficiency and effectiveness of the Board, we have adopted a new Board structure based on a mix of skills and experience.

The Board has a membership with varied skills and expertise consisting of business executives, an investment banker, chartered accountant, lawyer and marketers. The Board represents diverse geographical regions in Australia.

Our Board members are listed on pages 25 and 26.

The Board oversee and monitor the performance of the Chief Executive Officer. Day-to-day management of the company’s affairs and implementation of corporate strategy and policy initiatives are delegated by the Board to the CEO. The CEO oversees General Managers of the following areas:

Programs & Community Fundraising – Nedge Sinanovski (November 2005 – current) Strategic Revenue – Lizzie Borwick (November 2015 – current) People & Culture – Vanessa Rider (March 2012 – current) Corporate Services – Ram Neupane (December 2014 – current)Marketing - Jana Ayre (January 2015 – December 2016)


The Board also develops the future strategies of the organisation at six or more Board meetings per year. Financial and management reports are reviewed at each meeting or more frequently if required. The Board monitors and maintains adherence to the organisation’s constitution, the requirements of the ACNC and all relevant regulatory bodies. To achieve its objectives, the Board has established three sub committees:

AUDIT AND COMPLIANCE COMMITTEE This committee oversees the audit, accounting and reporting obligations of the organisation; monitors risk; ensures compliance with legal and regulatory obligations; and oversees the management of the investment portfolio.

PEOPLE AND CULTURE COMMITTEE This committee oversees compliance with legal and regulatory obligations in relation to employment issues for both the paid and unpaid workforce; development of policies and procedures; monitors the structure of the organisation; manages best practices for safeguarding children and young people; and oversees staff performance.

STRATEGY AND REVENUE COMMITTEE This committee monitors revenue generation and corporate relationships; oversees brand development and monitoring; and oversees fundraising risk management.

BOARD MEETINGSDuring the 18-month reporting period, 37 meetings of Directors (including committees of Directors) were held. Attendances by each Director during the year were as follows:

Directors

Directors' Meetings

Committee Meetings

Audit & Compliance Committee

People & CultureCommittee

Strategy & RevenueCommittee

Number eligible

to attend

Number attended

Number eligible

to attend

Number attended

Number eligible

to attend

Number attended

Number eligible

to attend

Number attended

Kim L Jacobs AM 13 12 9 7 - - 3 1

David N Arkles 10 10 - - - - 7 6

Katherine R Burleigh 12 10 - - 2 2 5 3

Cameron A Clyne 13 8 - - 8 7 - -

Gary W Edstein 13 9 - - - - 7 7

John C Higgins 13 9 - - 8 4 - -

Maxine J Horne 5 3 - - 4 4 - -

Peter M Kite SC 4 1 - - 2 1 - -

David P Morris 13 11 8 8 - - - -

Naseema Sparks 12 6 - - - - 7 6

David N Ridehalgh 13 11 9 9 - - - -

Simon M Rountree 13 12 9 8 8 8 7 6

William R Ulyate 3 3 - - - - 7 7

Robyn L Watts 13 10 9 9 - - - -

Kylea J Tink - - - - - - - -

OUTGOING AND NEWLY APPOINTED BOARD MEMBERS The Hon Acting Justice Peter M Kite (top left)

Deputy Chairman & Company Secretary(November 2000 – November 2015)

Simon M Rountree (top right)

CEO (July 2000 – January 2017)Director (December 2014 – January 2017)

Maxine J Horne (bottom left)

Director (November 2015 – April 2016)

Kylea J Tink (bottom right)

CEO (January 2017 – Present)Director (appointed to the Board January 2017)


Our Governance

BOARD MEMBERSKim L Jacobs AMDirector (appointed to the Board October 2013)Chairman (appointed February 2014)

David N ArklesDirectorAppointed to the Board November 2015

Katherine R BurleighDirectorAppointed to the Board August 2015

Cameron A ClyneDirectorAppointed to the Board April 2015

Gary W EdsteinDirectorAppointed to the Board October 2013

John C HigginsDirectorAppointed to the Board October 2006

David P MorrisDirectorAppointed to the Board July 2015

David N RidehalghDirectorAppointed to the Board October 2004

Naseema Sparks AMDirectorAppointed to the Board August 2015

William R UlyateDirectorAppointed to the Board August 2016

Robyn L WattsDirectorAppointed to the Board October 2011


Josiah’s Story

HELPING OUR KIDS THRIVESpending five out of the first six years of his life in hospital meant Josiah had to brave traumas that no child should have to face. The life skills Josiah built through Child Life Therapy helped him not only cope, but thrive through this challenging period of his life.

When Josiah was only 13 months old, his mother Sherri felt instinctively that something was wrong with her little boy. So she rushed Josiah to hospital in the middle of the night and at 4am his doctors said ‘I’m really sorry to tell you this, but your son has Acute Lymphoblastic Leukaemia’.

In the years following his initial diagnosis Josiah was subjected to intense treatments, but Josiah pulled through, and his Leukaemia went into remission and he finished treatment in August 2013. However, in 2014, Josiah sadly relapsed.

The second time around, Josiah never left hospital. The earlier years of treatment and trauma had taken a heavy toll. He started experiencing feelings of despair and uncertainty. Sherri and Shaun (Josiah’s father) felt unable to help their son.

Sherri was then introduced to Veronica (Ronnie) - a Camp Quality Child Life Therapist. From that point on Sherri would bring Josiah up to the hospital for an hour’s play session before he went in for any procedure. This way he did not just associate the hospital with pain. Even when Josiah had to travel to Sydney for treatment he was still

able to continue his normal routine of Child Life Therapy by working with Kylie who is based out of the Sydney Children’s Hospital in Randwick.

Now that Josiah’s Leukaemia is in remission he has been able to develop a more optimistic view of his cancer experience.

“For the first time the other day he let me take a photo of him, and he said, “You know mum, I’m going to show my scars.” That was a turning point. “The things that Ronnie and Kylie did, and the way they handled him, he is a different child now - what a difference they’ve made for us” said Sherri.

Above: The Eckert family visiting Josiah in hospital during one of his treatments.

Left: Josiah and Veronica, one of Camp Quality’s funded Child Life Therapists at John Hunter Hospital.

“You cannot put a price on a kid finding laughter in these situations. You don’t know that the impact of some small act of kindness can go so far” - Shaun, Josiah’s dad


Following the approval of Australian Charities and Non-Profit Commission (ACNC) in March 2015, Camp Quality Limited changed our financial year to a Calendar Year.

As a transitional arrangement, before we moved to a calendar year fully on 1 January 2017, we have prepared 18 months’ financial statements for the period of 1 July 2015 - 31 December 2016.

In this period, the gross revenue increased by 62% (increase of 8.4% if annualised) compared to the last financial year. Our investment income also increased by 52% during the same period.

This period is noteworthy in many aspects from a financial perspective, most importantly:

1. We have an operating surplus of $1.4M (last financial year net operating loss $1.49M)

Our Financials

FINANCIAL RESULTS after a gap of five years which has been possible through improvement in our business processes across all business functions: program services, fundraising, and operations.

2. Administrative expenses declined by 19.3% on annualised basis resulting in overall administration ratio of 8%.

3. We have consolidated our physical locations in accordance with the need of the children impacted by cancer and their families, resulting in significant savings in operational costs without compromising the quality of services offered.

4. We have made significant investment in technology and innovation during the last 18 months. We made significant savings in basic IT expenses and are on track to reduce the expenses further by migrating to cloud-based technologies by end of 2018.

Sources of RevenueWe raised revenue from a range of sources to deliver services to children and families impacted by cancer across Australia.

Figure 1: Sources of RevenueAs evident above, we raised almost half of our revenue from Events and Community which is not only harder to raise, but also has higher costs. However, this is a testament to Camp Quality’s strong connections with communities across Australia.


Cost of raising moneyOur direct costs of raising revenue for the much needed services across Australia has been at the same level as last financial year (30 cents to raise a dollar). This result is satisfactory as we made an additional investment of $1.7m during this period in Face-to-Face Campaigns and Regular Giving as an integral part of our long-term strategy of diversifying the revenue source. The breakeven point of this investment is estimated to be in 14 months. The cost of raising a dollar is estimated to go down to 18 cents in 2020 if our roadmap is delivered fully.

Program ServicesNearly half (46%) of our program service expenses were spent on Recreation Programs (last financial year 54%) followed by 19% on Family Support Programs (last financial year 17%) and 17% on Educational Programs (last financial year 13%).

Investment in growing sustainable revenueDuring the current period, the Board approved a roadmap to grow the revenue to a minimum $25M by 2020 driven mainly by growth in Face-to-Face donor acquisition and regular donations.

The roadmap, which requires an investment of $12.6M over four and half years (1 July 2016 to 31 December 2020), is expected to grow the number of our donors to an annual revenue of at least $25M by 2020. This is a significant investment to create a sustainable revenue stream to enable us to provide much needed services to children and families impacted by cancer across Australia.

Figure 2: Program Expenses


“When Sophie returned to school she was really shy and found it hard to make friends. Since the puppet

show visit she now has a small group of understanding friends, which is so

exciting” – Kylie, Sophie’s mum

In September 2016, Sophie was one of the many students that welcomed the 1,000 Ks 4 Kids Newcastle riders into their home town of Bulahdelah. As part of the school visit, the Camp Quality puppets put on their show to help explain what it’s like to be a kid living with cancer in an educational yet fun way, that their peers will understand.

Sophie and her family have been supported by Camp Quality since she was diagnosed with medulloblastoma, a type of brain and spine cancer, at just seven years old.

Some of the best medicine Sophie received from Camp Quality while being sick were the camps and the family fun days that brought her whole family together and helped them to create new memories outside of the hospital.

Camp Quality was also there for Sophie when she returned to school through our Primary School Education Program. For many kids like Sophie, the effects of cancer can be very confronting when children return to school as they generally can look very different as a result of the side effects of their cancer treatment. This can also affect their confidence around their peers.

“When the puppets visited her school Sophie became an instant celebrity. Her school mates now saw her as being fun and cool just for being a part of Camp Quality!” said Sophie’s mum, Kylie.

“Our family are so grateful for everything Camp Quality have done. The puppet show visiting Sophie’s school really helped the other children understand more about what she had been through. Sophie, however, just wanted to take Kylie and Dean home with her”, Kylie recalls.

Sophie’s Story

SOPHIE’S SCHOOL LEARNS YOU CAN’T CATCH CANCER


Our Financials

FINANCIAL STATEMENTS AND RESULTS

Statement of Profit or Loss and Other Comprehensive Income for the 18 Months Ended 31 December 2016

18 Months Ended 31 December 2016

$

12 Months Ended 30 June 2015

$

Revenue 28,220,046 17,346,753

Investment income 846,224 556,114

Administrative expenses (2,247,793) (1,719,437)

Marketing and Comm unications (1,868,821) (1,012,654)

Recreation Program (4,640,419) (4,641,426)

Family Support Program (1,911,296) (1,469,862)

Education Program (1,643,391) (1,132,060)

Hospital Program (1,021,091) (650,763)

Other Programs (822,381) (731,336)

Fundraising expenses (13,573,260) (8,733,157)

Surplus/(deficit) before investment gain 1,337,818 (2,187,828)

Investment gain 66,719 713,021

Surplus/(deficit) before income tax 1,404,537 (1,474,807)

Income tax expense 2(h) - -

Surplus/(deficit) for the year 1,404,537 (1,474,807)

Other comprehensive income

Revaluation (decrement)/increment of financial assets (29,937) 598,009

Realisation of revaluation on sale of investments (423,308) (463,184)

Other comprehensive (loss)/income for the period (453,245) 134,825

Total comprehensive income/(loss) for the period 951,292 (1,339,982)

Statement of Changes in Equity For the 18 Months Ended 31 December 2016

Retained Earnings

$

Financial Assets Reserve

$Total

$

Balance at 1 July 2015 9,795,074 906,793 10,701,867Surplus on operations 1,404,537 - 1,404,537

Other comprehensive income - (453,245) (453,245)

Balance at 31 December 2016 11,199,611 453,548 11,653,159Retained Earnings

$

Financial Assets Reserve

$Total

$

Balance at 1 July 2014 11,269,881 771,968 12,041,849

Deficit on operations (1,474,807) - (1,474,807)

Other comprehensive income - 134,825 134,825

Balance at 30 June 2015 9,795,074 906,793 10,701,867

Please note: The information on pages 28 and 29 was extracted from the financial statements of Camp Quality Limited for the 18 months ended 31 December 2016 and is included here for information purpose only. A complete set of financial statements and Independent Audit Report can be accessed through our website campquality.org.au or obtained from our head office.


Statement of Cash Flowsfor the 18 Months Ended 31 December 2016 Note

18 Months Ended 31

December 2016$

12 Months Ended 30 June 2015

$

CASH FLOWS FROM OPERATING ACTIVITIES:

Receipts from supporters 24,846,047 14,615,330

Payments to suppliers and employees (23,816,950) (17,609,563)

Dividends and distributions received 983,901 302,126

Interest received 193,989 136,395

Net cash used in operating activities 18 (b) 2,206,987 (2,555,712)

CASH FLOWS FROM INVESTING ACTIVITIES:

Proceeds from sale of plant and equipment 8,865 8.612

Proceeds from sale of investments 8,912,741 6,695,107

Purchase of property, plant and equipment (219,984) (18,312)

Purchase of intangible assets (201,070) (251,267)

Purchase of investments (9,965,076) (5,321,263)

Net cash (used in)/provided by investing activities (1,464,524) 1,112,877

Net increase/(decrease) in cash & cash equivalents held 742,463 (1,442,835)

Cash and cash equivalents at beginning of year 1,360,952 2,803,787

Cash and cash equivalents at end of year 18 (a) 2,103,415 1,360,952

Statement of Financial Position As at 31 December 2016 Note

31 December 2016

$

30 June 2015

$

ASSETSCURRENT ASSETS

Cash and cash equivalents 2,103,415 1,360,952Trade and other receivables 5 269,552 750,619Other financial assets 6 487,750 951,850Prepayments 161,626 284,529TOTAL CURRENT ASSETS 3,022,343 3,347,950NON-CURRENT ASSETSOther financial assets 6 9,651,502 8,521,593Property, plant and equipment 7 907,293 891,185Intangible assets 275,333 312,077Security deposits 8 30,785 36,442TOTAL NON-CURRENT ASSETS 10,864,913 9,761,297TOTAL ASSETS 13,887,256 13,109,247LIABILITIESCURRENT LIABILITIES

Trade and other payables 9 1,447,940 1,240,494Provisions 10 174,094 99,050Deferred income 544,361 981,236TOTAL CURRENT LIABILITIES 2,166,395 2,320,780NON-CURRENT LIABILITIESProvisions 10 67,702 86,600TOTAL NON-CURRENT LIABILITIES 67,702 86,600TOTAL LIABILITIES 2,234,097 2,407,380NET ASSETS 11,653,159 10,701,867EQUITYReserves 453,548 906,793Retained earnings 11,199,611 9,795,074

TOTAL EQUITY 11,653,159 10,701,867


Gratitude

WITH SPECIAL THANKS TO...Camp Quality could not exist without the generosity of our community – from everyday Australians to our corporate partners, local Fundraising Support Groups, through to Trusts and Foundations and bequests; we are extremely thankful to each and every one of our donors all over Australia. OUR GENEROUS STRATEGIC AND MAJOR CORPORATE PARTNERS

CORPORATE SUPPORTERSEquifax, Ricoh, nudie, Greater Charitable Foundation, LEGO Australia, Coles Group SA/NT/WA/TAS, Unigas, Commonwealth Bank Community Fund, Channel 7 Telethon Trust, Nine Entertainment Co., Caesarstone Australia, MotorActive.

MAJOR GIFTSAli Hassan, Ameen Ayoub, Angela Wood, Angelo Filladites, Atila Barta, Bill Gravanis, Cameron Judson, Chris Charalambous, Colin Rahim, Danny Daher, David & Elizabeth Cusack, David Dinte, Dustin Meintjes, Eric Christofi, Fouad Noujaim, George Abraham, George Jabbour, George Salim, Gino Roussety, Gwynne Roberts, Heather L Taylor, Ian B Cole, Jacob Wilson, James Christie, Joey Salameh, John Armstrong, John C Gibb, John Higgins, John Sarraf, June Bramich, Margaret Anderson, Mervyn Basserabie, Michael Michailou, Michael O’Neill, Neil Adams, Norman Sarraf, Norman Yammine, Pamela Wilson, Paul Fernie, Peter Nicholas, Philip Iacovou, Phillip Maire, Pierre Chami, The Power Family, Robert Brakspear, Robert Dunnet, Rocco P Mangano, Sam Nasser, Samuel Najm, Sheena Lambie, Stefano Calautti, Stephen Fung, Theo Visser, Tony Lyons, Tony Maaz, Wendy Tonkin, Yujie Gui

FUNDRAISING SUPPORT GROUPS Albury FunRaising Support Group, Armidale Support Group, Bunbury Support Group, Central Coast Support Group, Central West Fundraising Group, Geraldton Support Group, Glen Innes Support Group, Highlands FunRaising Support Group, Mackay Support Group, Manning Valley Support Group, Northern Rivers Support Group, Port Macquarie Support Group, Rockhampton Support Group, Tall Timbers Fundraising Craft Group, Tweed Heads Support Group, Wide Bay Support Group

TRUSTS AND FOUNDATIONS Akeng Family Trust, Australian Philanthropic Services, Brady Cancer Support Foundation, Bruce & Joy Reid Trust, Camel Foundation, Dalwood-Wylie Foundation, Dare Family Trust, Davies Family Foundation, Dimmick Charitable Trust, Equity Trustees, Fay Fuller Foundation, Hislop Family Foundation, James N. Kirby Foundation, Liangrove Foundation Pty Ltd, Marrich Charitable Foundation, May Carlson Trust Fund, Nell & Hermon Slade Trust, Pierce Armstrong Foundation, Schwinghammer Foundation, Stack Family Foundation, Stanley & Eunice Nicholson Trust, The Agape Charitable Fund, The Beeren Foundation, The Carty Family Trust, The Fairbridge Foundation, The Graham & Charlene Bradley Endowment, The Hamilton Charitable Gift Account, The Marian & E H Flack Trust, The R A Gale Foundation, The Shirley Ward Foundation, The Stan Perron Charitable Trust, The Tom Efkarpidis Foundation, Trust Fund of the Late Joan Margaret Petersen, William McIlrath Charitable Foundation. ESTATES OF THE LATE John Barry Abbott, Marie Patricia Allen, William Desmond Lawrence Bell, Joy Merlene Bender, Evelyn Patricia Biggs, Mary Estelle Blair, Vera May Breething, Clara Buchanan, Christine May Clarke, Keith Allen Dent, Ellanor Nelson Dines, Kenneth George Dobson, Elly Waldraud Hain, Annie Johnston, Jean Daphne Johnston, Josie Inez Kerr, Alexander Kinghorn, Edward Amos Fountain Knight, Lesly Ann Mackay, John Harvey Mason, Wanda May Millar, William Francis O’Neill, May Lillian Perkin, Robert Alan Phillips, Stephen Charles Pitcher, Catherine Helen Pocknall, Jean Reid, James Frances David Robinson, Victor Rudling, June A Smith, Wilfred Raymond Smith, Francis Leslie Stafford, Aileen Dawn Stewart, Laurel Watt, Kenneth George Webb-Wagg, Alfred John Wise, Barbara Joan Youngman, Walter Lehmann.


Ways To Help

YOU CAN HELP A KID WITH CANCER BE A KID AGAINCamp Quality does not currently receive any substantial funding from the Federal, State or Territory Governments, yet our services are provided completely free of charge, across the country, to whoever needs them. Would you like to help a child impacted by cancer? Here’s how you can get involved.

DONATEWhether you are able to give a one-off contribution, become a regular giver (through our Better Days program) or leave a bequest in your will you can donate today by calling 1300 662 267 or by visiting campquality.org.au

SPREAD THE WORD Like us on one of our Social Media platforms and help us share our stories and successes and let people know about the great work we are doing. Facebook: CampQualityAUTwitter: @camp_qualityInstagram: camp_qualityLinkedIn: camp-quality YouTube: CampQualityAU

PARTNER WITH USThere are a range of ways to build mutually beneficial partnerships – from sponsorship, cause-related marketing, pro bono and in kind support, workplace giving, staff engagement and more. Read more at campquality.org.au/partner or call our Corporate Partnerships team on (02) 9876 0500.

VOLUNTEER WITH US Whatever you do, and wherever you live, if you are over 18 you can apply to become a volunteer. Please visit campquality.org.au/volunteer and apply online today!

ATTEND AN EVENT Camp Quality is known for hosting an array of unique fundraising events right across the country. What can we say? We like to party, with a purpose! Why not join us at our next event near you? Visit campquality.org.au/events


“It’s not until you’re given a breather from what has become your ‘normal’ life, that you realise you’ve been running around at a hundred miles an hour, and the toll that it takes.” – Andrew (Hayden and Jacob’s dad).

Ever since Hayden became sick, most of the Veitch family’s ‘travel’ had been for hospital visits into the city. So when the family had the opportunity to attend a Family Camp in March 2016, Hayden and his brother, Jacob were really excited to have something fun to look forward to. According to their dad, Andrew, “Like every dad, I wanted to see my kids happy, so I thought a weekend at Family Camp would be good for them. And it was. The boys had an absolute ball.”

Family Camp helped the Veitch family realise all the things cancer took from them – and just how much Camp Quality could give back.

At Family Camp, Hayden and Jacob both made new friends. Hayden also conquered new challenges including making it to the top of a rock climbing wall. This was something he never imagined achieving since his right arm has been partially paralysed from the tumour that took hold of his body from the age of five.

From that moment on, camps became a welcome distraction from the realities of treatment. After attending a few camps with his family and gaining back his confidence, Hayden felt ready to progress to his first Middle Camp at Stanwell Tops, with Jacob by his side.

Before Camp Quality’s influence, Hayden’s condition meant his whole family had to miss out on many of the precious experiences life had to offer, but thanks to the wide variety of recreation programs offered, the Veitch family have been able to make new memories together as a family.

Hayden’s Story

CAMPS HELP GIVE BACK WHAT CANCER TAKES AWAY

“All of us took something away that weekend. It’s where Hayden gained

back his confidence. It’s where Jacob came to better understand his brother’s situation. It’s where Leanne made friends with another mum and I came home refreshed and prepared

for what was in front of us”Andrew - Hayden’s dad


THAT HAS KIDS FEELING ON TOP OF

WE’RE FOR

We’re for creating a better lifethrough the cancer journey.

We’re for helping familiesand kids at every stage, in many ways.

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