integrated report - pro bono australia · integrated report again takes a principles-based...

Integrated ReportJANUARY - DECEMBER 2017

2 3

INSIDE THIS REPORTOur 2017 Integrated <IR> Report is divided into sections that provide an overview of our performance, outlook, business model, strategic priorities, opportunities, governance, risk and detailed financial information. Throughout the report we have provided direction for the reader on sources of additional and/or further information which can be found on our website.

1. OVERVIEW & HIGHLIGHTSThe report begins by providing insight into our key achievements for the prior year, and includes reports from both our Chairmanand our CEO on this year’s performance and their opinions on the outlook for the future.

2. OUR STRATEGY FOR DRIVING VALUEWe share a typical service delivery pathway for a child impacted by cancer and their family by inviting the reader to meet the Finch Family. We then further explore who we are, how and why we do business, including providing insight into our key strategic focus areas, our corporate values and how we create shared value for the children we support and their families.

3. PERFORMANCE & OUTLOOKA more in-depth review of how we are performing, the outcomes we are driving and matters for consideration moving forward.

4. GOVERNANCE & RISK MANAGEMENTProviding insight in the role of our Board, our approach to managing risk and our overall governance framework. The Board’s key achievements, composition and areas of expertise are also explained. The Director’s Report discloses all remaining required information, not previously included.

5. FINANCIAL STATEMENTSA summary of our financial performance and year-end position. Full Financial Statement for CY2017 including Director’s Statement and Independent Auditor’s Report can be found at campquality.org.au/about-us/reporting

6. OUR EXPRESSION OF GRATITUDEProviding special recognition to those that were an essential component of the results achieved in CY2017.

Adopting an Integrated Approach at Camp QualityFollowing the successful publication of our first Integrated <IR> Report in the middle of last year, it gives us great pleasure to present our Integrated <IR> Report for the 2017 calendar year.

As the first charity in Australia to adopt the Integrated <IR> Reporting format, we are committed to continuing to report in this way as we believe it provides a more thorough overview of our overall performance, our strategic approach, and the way in which we are constantly working to create value within the community. All these things are ultimately interrelated and we believe the Integrated <IR> Reporting format helps better articulate that reality.

The report format also ensures we explain in detail how we are achieving against our mission through the resources we use, how we interact with the community and what capital we have secured to create value for our stakeholders, including families, donors, corporate partners and the public.

We believe this approach strengthens our business processes and ultimately, our performance. By working within this framework we challenge ourselves to be accountable against clear, outcomes-oriented objectives that recognise the relationship between our value enablers and our key strategic focus areas.

For our stakeholders, this level of transparency not only highlights our successes throughout the 2017 calendar year but importantly shows how and what we hope to achieve in 2018.

Ultimately, we are here for only one purpose – to give every Australian child impacted by cancer every opportunity to thrive – and by holding ourselves to the highest standard, we hope that year on year we will be closer to achieving this incredible goal.

This report includes a summary of our Annual Financial Reports and covers the period from 1 January through to 31 December 2017. Where relevant, but non-essential information is not included in this report, we have provided the reader with directions on where the additional information may be found e.g whilst this report does not include a copy of our full Financial Statements these can be found on our website at:

campquality.org.au/about-us/reporting

2 3

The presentation of our 2017 Integrated <IR> Report is only one step in what is a progressive journey for Camp Quality towards adopting true integrated thinking and reporting across our business.

In taking the first step last year, we were required to retrofit the reporting style to work done during the prior 18 months. (Seecampquality.org.au/about-us/reporting for further information on that first year’s journey). Similarly then, while we have made significant moves towards adopting a truly integrative reporting mindset in 2017, as our standard business year had begun, it has been necessary for us to again retrofit the reporting format to CY2017.

In this context, the Camp Quality Integrated <IR> Report again takes a principles-based approach and seeks to demonstrate how we apply integrated thinking across our business to deliver sustainable value.

The primary purpose of this report is to explain to our stakeholders – families, donors, corporate partners, regulators, volunteers, staff and the wider public – what resources have been 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.

The report has been prepared in accordance with the objectives of the AASB Exposure Draft ED270 reporting service information towards more transparent

reporting around inputs, outputs, outcomes, efficiencies and effectiveness.

Integrated <IR> Reporting recognises the six capitals (human, financial, manufactured, intellectual, social and relationship, and natural capitals) that businesses use and transform, demonstrating that a business needs more than just financial capital to create and sustain long term value.

Through this report we address the four capitals that are applicable within our business framework through our Value Enablers, showing how we use them to create value for kids impacted by cancer, and their families, right across Australia and those that support us in that work.

Intellectual Capital

The value of our employee’s knowledge, business training and any proprietary information that may provide Camp Quality with an advantage when it comes to either the delivery of services or securing support. It is a collection of all informational resources we have at our disposal to deliver programs and services more effectively, gain new supporters, be used to drive revenue, create new products or further improve our business.

Human Capital

The skills, education, capacity and attributes of the Camp Quality team, both employees and volunteers, who are critical in driving our business and delivery of services.

Financial Capital

The income and financial resources we have access to which allow us to provide, and further develop, our programs and services.

Camp Quality’s Value Enablers:

Our Reporting Approach

Social & Relationship Capital

The relationships within our organisation, as well as those between our organisation and our external stakeholders. Social & Relationship Capital relates to those key relationships we have built with families, donors, suppliers and partners as well as the broader community. These are critical to our long term success.

4 5

Camp Quality is there for children and their families from their first experience of cancer, through every stage; from treatment to remission and in the heartbreaking case of bereavement. We do this by providing innovative programs and services to help kids and their families develop life skills and strengthen their wellbeing.

Camp Quality specifically helps children aged 0-13 impacted by cancer – be that their own diagnosis or the diagnosis of someone they love, such as a sibling, parent or primary carer.

All Camp Quality programs and services are provided to our kids and their families free of charge, thanks to the generosity of our supporters.

In HospitalCamp Quality Family Liaison Coordinators visit paediatric children’s hospitals around the country every week, with a friendly face and information about our services and other useful resources. Our puppets – Kylie, Mel and Dean – often join them to ease kids’ anxiety and make them laugh.

Camp Quality is also one of the largest funders of Child Life Therapists in NSW and Victoria. These amazing professionals provide diversionary activities during treatment and empower kids facing procedures by teaching them coping techniques.

As part of this work, we also fund the Beads of Courage Program at Sydney Children’s Hospital, Randwick, which uses unique beads to track every procedure of a child’s cancer experience.

What We Do“Thank you Camp Quality for the wonderful memories and friendships. It is so lovely to have times to reconnect far from hospital.” – Karen, Camp Quality Mum.

At SchoolOur Primary School Education Program visits the primary schools and pre-schools of children diagnosed with cancer, and of children who have a diagnosed parent or sibling, completely free of charge. The Camp Quality Puppets talk about the power of positivity and teach kids about cancer in a way they can comprehend, helping reduce the likelihood of bullying, exclusion and anxiety.

At HomeOur world-first Kids’ Guide to Cancer app contains age-appropriate information about cancer, hospitals, treatment and people who can help. It’s a free, interactive educational program that answers the most common questions children have about cancer. The Kids’ Guide to Cancer app won the Interactive Media Awards Best in Class Award in 2015 and 2017.

Additionally we provide Family Experiences by sharing tickets to events, games or shows with families helping them make new memories together.

Our Family Fun Days also give families a great day out, planned by Camp Quality, where they enjoy something they may not otherwise have the opportunity to do.

Away from it allWe give kids and their families opportunities to thrive during and after treatment through Kids’ Camps, Family Camps and Retreats.

Kids’ Camps run in every state and territory and are filled with fun activities to strengthen wellbeing and develop life skills. Family Camps are an opportunity for families to reconnect and make friendships with others in a similar situation.

We also provide Family Retreats at holiday accommodation in NSW, South Australia and Victoria to families across Australia. These getaways give families the chance to relax, unwind and spend quality time together following treatment, or in the heartbreaking case of palliative care or bereavement.

1. OVERVIEW AND HIGHLIGHTS

4 5

Key Highlights for 2017

At School

In Hospital

+400

Who we support

2,000people volunteer with us nationwide.

Almost

Volunteers

At Home

Away from it all

bereaved families were provided with supportive programs and services.

250Almost

families impactedby cancer enjoyed our Retreats.

6 7

From our Chairman2017 has been a year of both positive changes and some challenges for Camp Quality, as we continue to operate in the highly complex and competitive charity sector. However, as always in everything we do, we continue to measure ourselves against best practice in terms of governance and mitigating risks in line with the Australian Charities and Not-for-profits Commission and State fundraising regulations.

We have just completed our first full year with our CEO Kylea Tink at the helm, which has not only been a terrific appointment, but has seen her work tirelessly with the organisation and the Board to ensure every individual within the organisation is striving to perform at the highest level. Whilst this has resulted in some staff attrition, we have successfully filled over 30% of these positions internally, then augmenting the team with some excellent external hires.

We continue to innovate across the business to drive both greater efficiencies and increase our appeal and accessibility to our existing and future stakeholders. An example of this is the recent development and roll out of our new Family and Volunteer Portal which has seen us remove reliance on paper records and provides greater control over what is recorded.

These efficiencies are then reflected in our excellent financial results, with two consecutive years’ of operating surplus. This has allowed us to maintain our administration costs at just 9 per cent, well under the industry average, assisting us to expand our programs and services.

Looking forward, one of our key challenges remains our capacity to deliver programs to meet the ever-growing needs of our kids and their families. Although we are incredibly proud that 3 in every 5

Australian children newly diagnosed with cancer were supported by our services or programs in 2017, we continue to strive to reach 100 per cent of all children impacted by cancer – be that their own diagnosis or the diagnosis of a sibling, parent or primary carer.

In light of this goal, we are proud to be working towards extending our services to those children who have had a parent or primary carer who has been diagnosed with cancer. Recent estimates indicate this issue could be affecting as many as 40,000 children every year. While it is early days, we are confident we have both the ambition and insight to rise to this challenge.

Other key highlights of 2017:

• We became the first not-for-profit in Australia to adopt an Integrated <IR> Reporting format, enabling us to better inform our stakeholders of how we see ourselves creating value as an organisation. This report is a landmark move for us and shows that we continue to be truly committed to transparency and accountability.

• We improved our ranking in the Australian Charities Reputation Index by jumping 7 places to 5th place, making us both the highest-ranking children’s charity, as well as the highest ranking cancer charity, in Australia;

• We have successfully launched the commercialisation of The Oranges ToolKit Pty Ltd, a 100% wholly owned subsidiary of Camp Quality, which provides optimism, resilience and wellbeing programs to companies and individuals;

• We have continued our commitment to set the standard for childhood safety

in Australia, with the successful roll-out of the Australian Childhood Foundation training and standards for all Camp Quality staff and volunteers.

It is my personal belief that the best way to understand what is required by our key stakeholders is to be involved with our kids and their families, so I was personally delighted to participate again in one of our flagship events - esCarpade which was in its 27th year. I look forward to taking part, once more, in 2018.

As always, our greatest thanks go to our volunteers, our employees, our donors and of course the families we support, without whom we would not exist. I would also like to thank our Board Members who not only volunteer their time, but carry the passion for Camp Quality with them wherever they go.

Finally, we are looking forward to another successful year as we are well-placed financially and operationally to continue to provide our services to children impacted by cancer and their families, wherever they should be in Australia.

We will continue to focus on letting kids be kids and making sure we remind all of our stakeholders that laughter really is the best medicine.

Kim Jacobs AMChairman, Camp Quality

6 7

From our CEOTransitioning a business from a “standard” reporting practice: which provides insight into the past year’s performance “looking in the rear-view mirror” to a truly integrated reporting framework: which demands greater transparency on performance and future direction, is not something to be undertaken lightly.

Even so, as the first charity in Australia to adopt the Integrated <IR> Reporting format in 2016, we have again reported our 2017 results this way.

At the heart of this style of reporting is the question: what do we do to deliver true value to our community in a way that is both measurable and sustainable. To answer it, we need to understand how we use resources to drive sustainable value for those we work with: be that the kids and families we support; our donors; our partners; our staff; or our volunteers.

For Camp Quality, embracing integrated thinking is a work in progress which has required us to challenge every aspect of our day-to-day functioning to ensure we can articulate what value we are delivering to both our internal and external stakeholders and the wider community.

In this way adopting integrated thinking is a transformational process at Camp Quality: for our staff who are now embracing cascading personal key performance measures (that tie their work to our organisation’s purpose), through to our donors: who are invited to interrogate the decisions we have made to ensure success at Camp Quality. Excitingly, the thinking coincides with the development of a new Three-Year Strategic Business Plan: a process that will involve extensive consultation across the business.

In 2017, we continued to focus on addressing our business challenges and opportunities by pursuing five key strategic focus areas:

• Innovation: Ensuring our services and programs are relevant, equitable and effective and support our kids and their families;

• Value: Creating and driving strong sustainable revenue streams;

• Brand: Building and protecting a unique brand which supports reach, revenue and culture;

• Quality: Supporting a more diverse, skilled and effective people base; and

• Industry Best: Championing strong governance and focus on safety.

The results achieved during the year were pleasing, with over 7,500 children registered with us and a further 160,000 plus children interacting with our Primary School Education Program. We’ve continued to turn moments of potential distress into small victories through our funding of Child Life Therapy and the running of our Recreation Program nationally.

Through it all our volunteers, who now number close to 2,000, have worked with us to ensure positive and memorable experiences for any child or family that has connected with us.

Through the year we were also challenged to ensure we were developing partnerships with those that share both our long-term ambitions and reflect our deep-seated values. This saw us celebrating with the NAB Business Banking Team and the Arnott’s Foundation: who both achieved record fundraising results, and Lorraine Lea and Fujitsu: who both achieved their long term

targets ($1million in five years and over $300,000 in three years respectively).

We also though, made some tough decisions that required us to separate from existing partners. This included walking away from the i98 Illawarra Convoy, and ending our working relationship with our donor acquisition partner – Appco. Despite the fact these provided revenue to support services, either the mode of operating didn’t align to our values, or we couldn’t agree the best way forward. For further detail see our Performance Report starting on Page 14.

Looking forward, we do not take it for granted that the support we have received to date will continue and we have committed ourselves to working ever harder to ensure those who chose to support us know how important they are. With them by our side we have set ourselves an ambitious challenge – to be there for 100 per cent of children impacted by cancer, and their families: wherever and whenever they need us.

Thank you for being a part of this ambition with us.

Kylea TinkCEO, Camp Quality

Meet the Finch Family2. OUR STRATEGY FOR DRIVING VALUE

The Finch FamilyMark, Lauren and big brother Max, happily welcome a new baby girl, Cara, to their family. They look forward to all the fun they will have together.

A diagnosis of cancerCara is five years old when she starts feeling unwell. Lauren takes her to the GP, who sends them to hospital for tests. Soon after, Lauren is given the heartbreaking news that Cara has cancer.

A visit from a Family Liaison CoordinatorIn hospital the Finches meet Camp Quality’s friendly Family Liaison Coordinator, who connects them to services they need. The Camp Quality Puppets come along and make Cara laugh.

A session with a Child Life Therapist Camp Quality’s funded Child Life Therapist visits Cara’s bedside regularly to provide diversionary activities, information and coping techniques. This empowers her to face procedures without trauma.

The Puppets come to schoolCara is well enough to return to school with Max. Camp Quality’s Primary School Education Program Puppets visit their school to dispel myths about cancer and create a supportive environment.

The Kids’ Guide to Cancer appMax gets the Kids Guide to Cancer app on his iPad and learns age-appropriate information about cancer, hospitals and people who help. He better understands what is happening to his sister.

Going on a Kids’ CampCara and Max finally get to be kids together on a Kids’ Camp. They have fun, strengthen their wellbeing and develop life skills with other kids who understand what they’re going through.

Going on a Family CampThe whole Finch family haven’t had the opportunity to get away from it all since Cara’s diagnosis. On Family Camp they reconnect, meet others in the same situation and make memories not based on sickness.

10 11

Reaching more kids impacted by cancer

3. OUR STRATEGY FOR DRIVING VALUE

Last year saw us continue to grow and mature as an organisation. With the introduction of a new CEO, (following 16 years with our previous CEO), the year was typified by the systematic process of review and reassessment that usually accompanies the appointment of a new senior manager.

In this context several key pieces of research were commissioned to enable the business to gather reliable intelligence about what our stakeholders were expecting and how they judged our past performance.

• The National Family Needs Assessment was commissioned in August. This research, undertaken by an external third-party research partner (Zest) combines quantitative and qualitative measures. Results for this piece of research were delivered in April 2018.

• A Supporter Survey to gather insight into our donor experience was also commissioned with execution due in January 2018. Again, being undertaken by an independent third party, results were delivered in March 2018.

• Our Hospital Services were put under the microscope with a review of the performance and structure of our Family Liaison Coordinator Program. At the same time our funding agreements with key paediatric healthcare facilities were also reviewed.

• The piloting of our first Wellbeing Family Camp marked an important development in our program delivery model, taking all that had been learnt through the creation of The Oranges Program (a proprietary tool developed to improve employee wellbeing) and harvesting it for learnings to be leveraged back to our kids and their families.

• Work on the Brave Beginnings Program, a unique initiative designed to provide tailored support to children with a parent or primary carer diagnosed with cancer, continued with mixed results. While all the required materials were developed, our research partner was unable to recruit the necessary number of participants for the next phase of the project. As such, at the end of 2017 we regathered the intellectual property supporting the program and brought work on the next phase back in-house.

With work having begun in 2014 to diversify our revenue sources, 2017 saw us continue to both pursue enhanced performance outcomes (for existing revenue channels) while also continuing to try and build momentum in new streams, including Regular Giving, Major Gifts and Bequests.

We experienced mixed results in these areas with positive income gains across all channels being counter balanced by some negative media attention regarding our business partner Appco. In this context, in May 2017 we reviewed our approach, particularly in face-to-face donor

acquisition, and subsequently parted ways with Appco. This was an incredibly unfortunate event for us as the reality was the activity had been driving significant gains for us in attracting and securing new Regular Givers for Camp Quality. Even so, following a robust benefit/ risk analysis, we deemed a cessation of activity was most appropriate at that time.

Towards the end of 2017, based on observations and intelligence gathered across the business, a new organisational structure which seeks to drive best-in-class strategic thinking down through well leveraged and locally connected offices, was unveiled. The new structure sees service and program delivery driven nationally through direct reporting lines (from National Managers through to local service and program staff), while fundraising continues to be informed from a national level but executed locally. This hybrid matrix model seeks to capitalise on our organisational strengths while enabling us to drive improved outcomes exponentially, both in service and program delivery and revenue generation. Importantly, the new model better enables us to commit and realise our organisational value of “Excellence” through consistent and equitable delivery of services and programs.

Looking forward, 2018 is a transitional year for Camp Quality as we continue to work towards fully adopting integrated thinking across the business and prepare to enter a new Three-Year Business Phase (from 2019 to 2021).

In this context, the team will be undertaking a process of critical review of all day-to-day procedures

10 11

To achieve the above we have identified six critical success factors for Camp Quality and the value enablers they rely on and impact most:

The Right ServicesContinue to develop and deliver innovative and effective services and programs to support any child in Australia impacted by cancer, regardless of where they live or their social economic status, ensuring our service and programs are best in class and reflect world leading thinking.

The Right PeoplePursue a business strategy that attracts, retains and supports the most talented people to do the most innovative work.

from an operational level, (including supplier relationships, business mechanics and administrative resources), through to our organisational structure as we seek to further embed the new hybrid management matrix, and our service and program development and delivery processes.

Importantly, we will continue to work with outside resources to conduct a number of formal research initiatives, ensuring we are grounding the development of future service and program delivery in our stakeholders’ identified needs. This insight will be particularly important when reviewing services and programs for children and their

families; our donor care programs; and our staff and volunteer initiatives, as history would tend to show assumptions are often based on false beliefs. By ensuring we are drawing on insights offered from reliable data sources rather than gut feel, we will also be migrating our business towards more measurable outcomes as the starting points will be known rather than assumed.

In each instance the review will seek to identify how the business can more effectively track its use of our resources to drive long-term, sustainable value for all our key stakeholders, both external and internal.

Excitingly the process of review will provide a solid foundation to then build the new Three-Year Strategic

Plan, which will direct our business for the period from 2019 to 2021.

While the new Three-Year Plan is yet to be written, we anticipate both our strategic focus areas and our critical success factors will remain consistent as, while significant work has been done against these in the past two years, there is still much to do.

In this context the business will continue to pursue: innovation; brand; value; quality; and industry best as our key drivers for strategic focus (please see Message from the CEO for further information on these strategic areas) while ensuring our value enablers are leveraged through the following six critical success factors.

Strong RelationshipsDevelop and maintain healthy, respectful and mutually beneficial relationships by investing time and energy into creating authentic connections with all key stakeholders.

The Right Level of InvestmentDeliver engaging, meaningful and relevant services and programs to those that need them and create sustainable income streams.

A Commitment to Continuous Business ImprovementContinue to improve the business’ core functions to drive both efficiencies and innovative solutions.

The Right AttitudeContinue to focus on innovation in a “safe to fail” environment, while maintaining our commitment to collaboration and cooperation across the business.

“... Puppet performances in primary schools were

attended by 166,161 people (including 57,210 in

country schools).”

The Camp Quality Puppets dispelling the myths about cancer for kids Australia-wide.

12 13

3. Value enablersIntellectual CapitalThe value of our employee’s knowledge, business training and informational resources.

Human CapitalThe skills, education, capacity and attributes of the Camp Quality team.

Financial CapitalIncome and financial resources.

1. PurposeOur purpose is to give every Australian child impacted by cancer every opportunity to thrive.

2. ValuesOptimism 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.

GIVE KIDS IMPACTED BY CANCER EVERY OPPORTUNITY TO THRIVE1. Purpose

2. ValuesOptimism Excellence Integrity Accountability Celebrating life

3. Value enablers

How we create value

4. Strategic focus areas

Social & relationship CapitalRelationships within our organisation and with external stakeholders.

12 13

6. External environmentCamp 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

GIVE KIDS IMPACTED BY CANCER EVERY OPPORTUNITY TO THRIVE

Optimism Excellence Integrity Accountability Celebrating life

5. Value creationCamp Qualiy creates value through four innovative program streams, designed to develop life skills and strengthen the wellbeing of children aged 0-13 impacted by cancer, and their families.

In hospital

At home

Away from it all

At school

6. External environment

4. Strategic focus areas

Innovation: ensuring our programs are relevant, equitable, effective and support our kids and their families.

Value: creating & driving strong, sustainable revenue streams.

Brand: building & protecting a unique brand that supports reach, revenue and culture.

Industry best: championing strong governance and a focus on safety.

Quality: supporting a more diverse, skilled and effective people base.

Camp Quality’s strategy has five focus areas:

14 15

Value enablers(Resources and relationships used by Camp Quality to create value)

Strategic focus area

Strategic activities Performance measure & result Impact Summary and overall outcome (either achieved or working towards)

Social &relationship capitalRelationships within our organisation and with external stakeholders

Human capitalThe skills, education, capacity and attributes of the Camp Quality team

Intellectual capitalThe value of knowledge, business training and information resources of our employees

FinancialcapitalIncome and financial resources.

Deliver innovative services and programs to develop life skills and strengthen the wellbeing of children 0-13 growing up with cancer, be that their own diagnosis or the diagnosis of someone they love.

Delivery of programs: • 30 Kids’ Camps delivered • 46 Family Camps delivered • 50 Family Fun Days hosted• 291 Family Experiences hosted

Attended by 1,058 children impacted by cancer and 3,306 families.

Increased social and relationship capital

Meet newly diagnosed families at point of care to connect them with our programs and services (both for a child diagnosed and the siblings of the child.)

Camp Quality Family Liaison Coordinators made over 400 visits to paediatric hospitals nationally.

604 children and their families newly registered for our programs and services.

7,583 children actively registered for our programs and services (including 2,626 children impacted by their own diagnosis and 4,957 children impacted by a loved ones’ diagnosis).

Increased social and relationship capitalUtilise the Primary School Education Program to increase knowledge and understanding of cancer among young children.

Opportunities to interact with, and be influenced by, the Camp Quality Puppets:• 300 hospital visits• 1,028 shows in primary schools nationally, reaching over

165,000 students.

Program milestone achieved with the 5,000,000th Australian participating in the show in September.

Increased awareness and understanding of cancer in the school community.

Decreased direct and indirect bullying of children with cancer in the school environment.

SROI = 1:7 ratio meaning ROI of over $7.1mill 2017.

Increased social and relationship capitalHelp improve a child’s treatment coping skills through support of Child Life Therapists (CLTs.)

Our funding enabled five FTE Child Life Therapists to host 4,500 sessions with patients in NSW and Victoria.

Anecdotally reduced need for general anaesthetic as well as improved hospital experience for better long-term mental and physical wellbeing for children.


Continue roll-out of the Beads of Courage program at Sydney Children’s Hospital to help record each procedure of a child’s cancer experience: turning challenging moments into moments of conquest.

200 children enrolled in the Beads of Courage program by end of 2017.


Pilot two Family Wellbeing Programs to provide families with fun and practical evidence-based tools to improve their wellbeing and help navigate the challenges they face.

Independent evaluation (by Cairnmillar Institute), provided positive feedback with families reporting the programs’ content were relevant and useful and lead to behaviour change.


Provide opportunities for children impacted by cancer – and their families – to reconnect during a stay at one of our Retreats.

150 families had a break at our Retreats in Coffs Harbour (NSW), Salamander Bay (NSW), Warrnambool (VIC), and West Beach (SA).


Ensure programs and services meet the needs of children impacted by cancer and their families, no matter where they live.

Launched Family Portal (based on FAVES data), a new program-mapping solution, which helps us deliver targeted geographical planning for puppet tours and camps.

Increased social and relationship capitalIncreased financial capital

Develop a robust Ambassador & Influencer Program. Mixed traction over the year with momentum only truly building through Q3.

Well placed to unlock the power of Ambassadors and Influencers to drive awareness and support in 2018.

Build deeper engagement across our volunteer base by creating unique opportunities for our supporters to connect with our mission.

Overall, volunteer numbers grew substantially to over 1,700.

#BroUp resulted in the successful recruitment of 150 new male volunteers.

All programs delivered with appropriate volunteer participation ratios.

All volunteers compliant with child safety standards.

Series of Oranges Training Workshops delivered nationally.

Increased social and relationship capitalIncreased human capital

Develop unique and engaging brand moments that help build strong relationships and drive revenue.

The Acts of Kid-ness Campaign saw 1,000 kits sold and 157,000 impressions across Facebook and Instagram.


Performance report3. PERFORMANCE & OUTLOOK

14 15








Deliver innovative services and programs to develop life skills and strengthen the wellbeing of children 0-13 growing up with cancer, be that their own diagnosis or the diagnosis of someone they love.

Delivery of programs: • 30 Kids’ Camps delivered • 46 Family Camps delivered • 50 Family Fun Days hosted• 291 Family Experiences hosted

Attended by 1,058 children impacted by cancer and 3,306 families.


Meet newly diagnosed families at point of care to connect them with our programs and services (both for a child diagnosed and the siblings of the child.)

Camp Quality Family Liaison Coordinators made over 400 visits to paediatric hospitals nationally.

604 children and their families newly registered for our programs and services.

7,583 children actively registered for our programs and services (including 2,626 children impacted by their own diagnosis and 4,957 children impacted by a loved ones’ diagnosis).

Increased social and relationship capitalUtilise the Primary School Education Program to increase knowledge and understanding of cancer among young children.

Opportunities to interact with, and be influenced by, the Camp Quality Puppets:• 300 hospital visits• 1,028 shows in primary schools nationally, reaching over

165,000 students.

Program milestone achieved with the 5,000,000th Australian participating in the show in September.

Increased awareness and understanding of cancer in the school community.

Decreased direct and indirect bullying of children with cancer in the school environment.

SROI = 1:7 ratio meaning ROI of over $7.1mill 2017.

Increased social and relationship capitalHelp improve a child’s treatment coping skills through support of Child Life Therapists (CLTs.)

Our funding enabled five FTE Child Life Therapists to host 4,500 sessions with patients in NSW and Victoria.

Anecdotally reduced need for general anaesthetic as well as improved hospital experience for better long-term mental and physical wellbeing for children.


Continue roll-out of the Beads of Courage program at Sydney Children’s Hospital to help record each procedure of a child’s cancer experience: turning challenging moments into moments of conquest.

200 children enrolled in the Beads of Courage program by end of 2017.


Pilot two Family Wellbeing Programs to provide families with fun and practical evidence-based tools to improve their wellbeing and help navigate the challenges they face.

Independent evaluation (by Cairnmillar Institute), provided positive feedback with families reporting the programs’ content were relevant and useful and lead to behaviour change.


Provide opportunities for children impacted by cancer – and their families – to reconnect during a stay at one of our Retreats.

150 families had a break at our Retreats in Coffs Harbour (NSW), Salamander Bay (NSW), Warrnambool (VIC), and West Beach (SA).


Ensure programs and services meet the needs of children impacted by cancer and their families, no matter where they live.

Launched Family Portal (based on FAVES data), a new program-mapping solution, which helps us deliver targeted geographical planning for puppet tours and camps.


Develop a robust Ambassador & Influencer Program. Mixed traction over the year with momentum only truly building through Q3.

Well placed to unlock the power of Ambassadors and Influencers to drive awareness and support in 2018.

Build deeper engagement across our volunteer base by creating unique opportunities for our supporters to connect with our mission.

Overall, volunteer numbers grew substantially to over 1,700.

#BroUp resulted in the successful recruitment of 150 new male volunteers.

All programs delivered with appropriate volunteer participation ratios.

All volunteers compliant with child safety standards.

Series of Oranges Training Workshops delivered nationally.


Develop unique and engaging brand moments that help build strong relationships and drive revenue.

The Acts of Kid-ness Campaign saw 1,000 kits sold and 157,000 impressions across Facebook and Instagram.


16 17








Work with those already intimately associated with Camp Quality to identify and engage potential new supporters through our “By Invitation” event series.

“By Invitation” events hosted in Sydney, Melbourne and Newcastle attended by over 200 people and raising over $420,000.


Effectively engage our volunteer base to help reduce our operating expenses and assist in fundraising activities.

Volunteers donated over 83,000 hours equating to $1.85m worth of time to help support our mission.

Increased human capital Increased financial Capital

Grow Regular Giving Program to provide long term, sustainable, predictable funding for the organisation by working with respected external suppliers.

7,698 Regular Givers gave an average of $300.65 annually, totalling $2.3m for 2017.

Total New Givers in 2017: 3,071.

Increased social and relationship capital Increased financial capital

Achieve budget target of $18,346,814 in topline revenue. Corporate Partnership income increased to $3.32m.

Community Fundraising income increased to $6.67m.

Donor income was $3.62m.

Bequest income was $1.53m.

2017 total revenue: $17,669,305.

Upward trend in revenue streams across the board, however, due to the suspension of the face-to-face donor acquisition program, numbers in that revenue stream were significantly behind.

Regardless, profit in selling properties ($320K) and a reduction in overall expenses helped ensure a net operating surplus of $712K in 2017.

Increased financial capital Deliver the revenue and expenses budget resulting in an operating deficit of $449K. Investment income of $822K was utilised in providing services to

the families impacted by cancer.Increased social and relationship capitalIncreased financial capital

Maximise investment returns while balancing risk in a socially responsible framework. Embedded ‘living within our means’ as an overarching business model.

Ratio of direct cost of fundraising to gross income reduced to 23 per cent (from 30 per cent last year).

Total cost of fundraising (including all direct, indirect cost and wages) declined to 51 per cent (compared to 54 per cent from the previous year).

Cost of services and programs accounted for 40 per cent of total expenses (against 38 per cent from the previous year.)


Through forward planning, identify cost-saving measures within fundraising and administration costs to better support our overall mission.

Administration cost ratio was 9 per cent and total fundraising cost ratio was 51 per cent.

Savings allowed for higher funding allocation to services and programs, while reducing fundraising and administration cost.

Increased financial capital

Assess our programs for fundraising ROI and brand benefits. In 2017, we faced up to revenue challenges that may have had an impact on our brand reputation.

Stepped away from the i98 Illawarra Convoy: reviewed Dine@Mine, Christmas Crack-ups, and ceased working with our face-to-face donor acquisition partner, Appco.

Increased social and relationship capitalProtected intellectual Capital

Grow our Corporate Partnership base to secure additional revenue. Two new significant Corporate Partners came on board in 2017, the Audi Foundation and Hand Heart Pocket, raising a total for the year of $395,000.

Increased social and relationship capital Increased financial capital

18 19

IND

UST

RY

BE

ST




Social &relationship capitalRelationships within our organisation and with external stakeholder




Delivery of information about cancer for children in a simple but informative way via Kids’ Guide to Cancer app.

4,000 downloads since launch in 2015.

The app won “Best in Class” at the 2017 Interactive Media Awards.

Increased social and relationship capital Increased intellectual capital

Drive greater collaboration across the business by building stronger relationships through face-to-face contact.

First All Staff National Conference in five years hosted in May.

Attended by 90 per cent of staff with 80 per cent reporting they were excited to be a part of the future of Camp Quality post conference.

Increased human capital

Innovate and implement business systems and processes that promote economy, efficiency and effectiveness of the organisation and continue to bring down administration costs.

A number of Continuous Business Improvement (CBI) initiatives successfully undertaken including: • Family and Volunteer Engagement System (FAVES)• Online credit card processing• Human Resource Information System.

Overall cost saving of $360K annually as well as reducing credit card data processing time by 25 per cent and credit card fees of $40K.

Increased social and relationship capitalIncreased human capitalIncreased intellectual capitalIncreased financial capital

Review data and software systems to identify efficiencies. Successful creation and execution of an IT Roadmap and Network Security Scan.

Network Security Scan helped identify and mitigate risks with our online systems.

IT Roadmap provided the path to migrate our data management to a cloud-based system.

Initial migration to Office 365 reduced IT complexity for staff nationally as well as increased IT security.

Increased intellectual capital

Deliver effective programs and services through excellence in governance and service provision.

Camp Quality named Australia’s most trusted children’s charity by the AMR Charity Reputation Index, up from number 12 to number five in 2017.


Adoption of calendar year reporting on outcomes to better show our value created in the community.

First charity in Australia to adopt the Integrated <IR> Reporting format.


Increase staff engagement by enabling clearer understanding of individual roles and the relationship to overall organisational performance.

Launch of a HR Information Management System known as #success to track key success measures and performance aligned to critical success factors in the Integrated Report.

Staff Engagement Pulse Check Survey conducted in November (12 months since the last survey) showed overall engagement rate of 72 per cent against our target ≥ 70 per cent.

Increased human capitalIncreased intellectual capitalStaff engagement continues to remain a key focus for CY2018 and beyond.

Leverage our existing employee network to encourage peer referral to Camp Quality as a great place to work.

This approach had mixed results depending on the level for recruitment and the length of tenure employees had with the organisation.

Internal fill rate for CY2017 at 33 per cent (well above our target of ≥ 25 per cent).

Time to recruit remains below target of < four months with an average of six weeks from start of advertising to the employee’s first day.


Enable staff to collaborate easily regardless of location or function. Ongoing use of Skype for Business provides a simple solution to reduce the necessity of a desk phone or webinar program. Staff dial in through their computers, share information on their screens and feel more connected.


QU

ALI

TY

18 19




Social &relationship capitalRelationships within our organisation and with external stakeholder




Delivery of information about cancer for children in a simple but informative way via Kids’ Guide to Cancer app.

4,000 downloads since launch in 2015.

The app won “Best in Class” at the 2017 Interactive Media Awards.


Drive greater collaboration across the business by building stronger relationships through face-to-face contact.

First All Staff National Conference in five years hosted in May.

Attended by 90 per cent of staff with 80 per cent reporting they were excited to be a part of the future of Camp Quality post conference.


Innovate and implement business systems and processes that promote economy, efficiency and effectiveness of the organisation and continue to bring down administration costs.

A number of Continuous Business Improvement (CBI) initiatives successfully undertaken including: • Family and Volunteer Engagement System (FAVES)• Online credit card processing• Human Resource Information System.

Overall cost saving of $360K annually as well as reducing credit card data processing time by 25 per cent and credit card fees of $40K.

Increased social and relationship capitalIncreased human capitalIncreased intellectual capitalIncreased financial capital

Review data and software systems to identify efficiencies. Successful creation and execution of an IT Roadmap and Network Security Scan.

Network Security Scan helped identify and mitigate risks with our online systems.

IT Roadmap provided the path to migrate our data management to a cloud-based system.

Initial migration to Office 365 reduced IT complexity for staff nationally as well as increased IT security.

Increased intellectual capital

Deliver effective programs and services through excellence in governance and service provision.

Camp Quality named Australia’s most trusted children’s charity by the AMR Charity Reputation Index, up from number 12 to number five in 2017.


Adoption of calendar year reporting on outcomes to better show our value created in the community.

First charity in Australia to adopt the Integrated <IR> Reporting format.


Increase staff engagement by enabling clearer understanding of individual roles and the relationship to overall organisational performance.

Launch of a HR Information Management System known as #success to track key success measures and performance aligned to critical success factors in the Integrated Report.

Staff Engagement Pulse Check Survey conducted in November (12 months since the last survey) showed overall engagement rate of 72 per cent against our target ≥ 70 per cent.

Increased human capitalIncreased intellectual capitalStaff engagement continues to remain a key focus for CY2018 and beyond.

Leverage our existing employee network to encourage peer referral to Camp Quality as a great place to work.

This approach had mixed results depending on the level for recruitment and the length of tenure employees had with the organisation.

Internal fill rate for CY2017 at 33 per cent (well above our target of ≥ 25 per cent).

Time to recruit remains below target of < four months with an average of six weeks from start of advertising to the employee’s first day.


Enable staff to collaborate easily regardless of location or function. Ongoing use of Skype for Business provides a simple solution to reduce the necessity of a desk phone or webinar program. Staff dial in through their computers, share information on their screens and feel more connected.


20 21

Performance reportThe following section provides greater commentary on the key performance outcomes for our business against the five strategic focus areas and insight into the outlook for us against each area.

Innovation: ensuring our programs are relevant, equitable, effective and support our families.

At Camp Quality over the past two years we have focused our innovation efforts on our services and programs. This focus is in keeping with the reality that our purpose as an organisation is to support any child impacted by cancer: be that their own diagnosis or the diagnosis of someone they love (such as a sibling, a parent, a grandparent or another primary carer).

Statistically we know over 700 children will be diagnosed with cancer in any given year. These children will join 9,500 other children who will be at some stage of a cancer diagnosis.

Additionally, Camp Quality records show, on average, families registered with us have three children (including the child who is unwell.) This would mean the 604 families who registered with us in 2017 have approximately 1,812 children (of which 604 will be experiencing a personal diagnosis, while 1,208 will be siblings to that child.)

In much larger numbers, conservatively every year 40,000 children will have a parent newly diagnosed with cancer, taking our overall immediate stakeholder audience to over 50,000 children every year.

In 2017, Camp Quality provided services and programs to a significant number of children with key results/outcomes including the following:

• 7,583 children (2,626 of whom were living with cancer while 4,957 were impacted by a loved one’s cancer) were registered with us for our programs and services.

• 448 camps (Kid’s Camps & Family Camps) were hosted with children and families able to attend completely free of charge, enabling 1,058 children and 440 families to take a break from it all and have fun with people going through a similar experience.

• In total, 4,070 families attended Family Experiences, Family Fun Days and Family Camps during the year.

• The Camp Quality Puppets visited 1,028 schools (including 355 country schools) to perform our Primary School Education Program puppet show, helping to build awareness and understanding of cancer in the school community and decreasing direct and indirect bullying of kids with cancer as they return to school. These performances in primary schools were attended by 166,161 people (including 57,210 in country schools.)

• According to a Social Return on Investment study completed by KPMG in 2015, any investment made in our primary school program returns a ratio of 1:7. Given this, our investment of $1,021,403 during 2017 returned $7,149,821 of value to the community.

• At the same time the Camp Quality Puppets made 319 hospital visits, interacting with 20,410 people and bringing smiles to children being treated

at various hospitals across the country.

• Our Family Liaison Coordinators made 403 hospital visits to paediatric hospitals nationally and assisted 604 families to register with us for support through our services and programs.

• The funding we provided to four leading paediatric hospitals in NSW and Victoria (Sydney Children’s Hospital, Westmead Children’s Hospital, Royal Children’s Hospital in Melbourne and Monash Medical Centre) enabled five Child Life Therapists to organise 4,460 sessions to help children through the often traumatic experience of cancer treatment. Anecdotal evidence suggests this support helped reduce the need for general anaesthesia for children undergoing radiotherapy while also improving the overall hospital experience for children and enabling better long-term mental and physical wellbeing.

• Eighty-five new children were

enrolled in the Beads of Courage Program at Sydney Children’s Hospital, bringing the total number of children participating in this program to 200. The success of Beads of Courage is such that it is now being considered for possible adoption at other facilities including John Hunter Hospital in Northern NSW.

• The piloting of two, eight-week Wellbeing Programs for families with a child diagnosed with cancer marked an important evolution in our programs as we sought to identify opportunities to couple moments of joy with the delivery of positive practice

20 21

Brand: building and protecting a unique brand that supports reach, revenue and culture

As an organisation with a proud 34-year history, Camp Quality routinely records high levels of brand awareness among Australians.

During 2017, we challenged ourselves to create new opportunities, both for those that already knew and felt favourably towards us, as well as those who may be new to us, to interact with our brand in a meaningful way. In this context key outcomes included:

• The development of a formal Ambassador and Influencer Program: although many people with profile have been associated with Camp Quality in the past, we entered 2017 with no formal Ambassador relationships. This limited our capacity to provide our partners with Ambassadors to support events and left us without key Influencers to advocate for us externally. As 2017 progressed, we identified, approached and enlisted several people with profile, but work continues in this area and we are well placed to see significant developments in 2018.

• In 2017 we grew our total number of volunteers to over 1,700 through initiatives such as the #BroUp Campaign. This initiative saw 150 men join our volunteer ranks. This result was particularly important as, while most childhood cancer diagnoses are in young boys, only 30 per cent of our volunteers were male. By specifically appealing to Australian men to get involved in our volunteer program we shifted this balance and can now reliably offer young boys male role models when they are involved in programs with us.

• Meanwhile our Acts of Kid-ness campaign saw us create a unique and engaging brand experience that helped build both strong momentum across new audiences while unleashing new revenue opportunities. With over 1,000 Acts of Kid-ness Advent Calendars sold within three weeks of launch, and over 157,000 impressions achieved across social channels and countless traditional media stories, the campaign was extremely successful.

As we enter 2018, we remain committed to evolving our brand messaging to ensure we are bringing our key stakeholders along with us as our business transitions to be there for any child impacted by cancer. Importantly we recognise the need to actively consult with our stakeholders as we seek to drive ever deepening relationships across our business.

teachings. The core purpose for such a course is to enable families to embrace new ways of thinking as they move forward, taking the negative experience of a cancer diagnosis and using the things learnt during it to ultimately build resilience within their family. While still early days, the results were positive enough for us to commit to further exploring this mode of delivery through 2018.

• 134 families attended Retreats at Salamander Bay and Coffs Harbour (in NSW), Warrnambool (in Victoria ) and West Beach Caravan Park (in SA) providing them with an invaluable opportunity to reconnect outside the hospital environment and make new, happy memories not focused on sickness.

Moving forward we continue to pursue innovative channels to deliver meaningful and impactful services and programs to our kids and their families. We are actively exploring the potential to develop and launch a new, intuitive mobile application to ease the process of returning home for families following an extended stay in hospital, while also developing several digital tools to enable schools to access our Primary School Education Program without having to physically have our Camp Quality Puppets in their school.

In each instance, while the opportunities are exciting, a robust business case is still under development to support ongoing work in these areas.

TV peronality Lee Elliot joins the Ambassor Program.

22 23

Value: creating and driving strong, sustainable and diverse revenue streams

For Camp Quality, to realise our ambitions of being there for every child impacted by cancer it is essential we grow our net revenue base. In this context, we are actively working to project our revenue requirements over the next three years as part of our strategic planning process for our new Three-Year Strategic Plan (for 2019 to 2021).

In terms of results for 2017, key outcomes include:

• While we were not able to achieve our original revenue budget (budget: $18,346,481 vs actual: $17,261,260), by adopting a robust business discipline of living within our means, we met all program delivery goals.

• With the exception of regular gifts, most of our revenue streams trended upwards over the course of 2017, with Corporate Partnerships, Community Fundraising and Bequest income all performing better than expected.

• Importantly, with Individual Giving having been identified as the only charitable revenue stream that is growing consistently across the sector, Camp Quality had continued with our strategic commitment to invest in this area. This had seen us set aside $3million to invest with a preferred supplier – namely Appco – over the year to grow our Regular Giving Program. This work was essential to help develop long-term, sustainable, predictable funding for our organisation and the investment was our single largest in 2017.

• While successful in terms of overall recruitment, with an additional 3,071 regular givers recruited to our cause, we made the difficult decision to cease work in this area in May, following allegations of unfair work practices by Appco.

• At year end we recorded a total Regular Giving community of 7,698 individuals who were gifting on average $300.65 per year (or $2.3 million annually.) Without further investment in this area however, our program has been steadily diminishing across the remainder of 2017, and as such, redressing this trend is a priority for 2018.

• The successful commercialisation of The Oranges Toolkit was also a significant investment for Camp Quality in 2017. The Oranges Program was originally developed as an internal positive practices toolkit to help drive deeper engagement for staff and volunteers at Camp Quality. Following strong feedback from several corporate partners who had conducted Oranges training with their own teams, our Board and management were challenged to identify how to leverage the IP in the program without jeopardising Camp Quality’s charitable license. During the process of exploring potential, the pursuit of “corporate wellbeing” was identified as a strong trend across businesses both in Australia and globally, and The Oranges Toolkit Pty Ltd was established as a social enterprise, with all profits reverting to Camp Quality to assist it further its core aim of improving the lives of children impacted by cancer.

• The launch of a separate, yet wholly owned, for-profit entity that could focus on taking the learnings of the

Oranges program to the wider market place was deemed the most appropriate way forward. Importantly, as a wholly owned subsidiary of Camp Quality, all profits made from commercialising Oranges in the competitive marketplace revert to Camp Quality thus creating a new, unique and sustainable revenue stream for our NFP. At the end of 2017, the Oranges Toolkit had been successfully launched.

• By the end of CY2017, due to some extraordinary income associated with sale of properties, Camp Quality recorded a revenue surplus of $712K. This money has been reinvested in our business to ensure long-term sustainability.

• Meanwhile a focus on Continuous Business Improvement (CBI) saw us maintain our administration cost ratio at just nine per cent. At the same time, we reduced our direct cost of fundraising ratio to gross income to 23 per cent (down from 30 per cent in the prior year). Overall our total investment in programs was over $6.5 million dollars, up on the prior year (40 per cent of total expenses as against 38 per cent the prior year.)

• As an essential part of our business our amazing volunteers provided over 83,000 volunteer hours equating to $1.85 million worth of time to help support our mission.

Moving forward we remain challenged to diversify our revenue streams to reduce our reliance on unpredictable event income. This is essential if we are to create an organisation that can reliably deliver services and programs to any child impacted by cancer in Australia, and their families.

22 23

Industry Best: championing strong governance and focus on safety

As a truly national organisation, with offices in 11 locations, and volunteers and supporters right across the country, pursuing best in class practice has been identified as being an essential element of our business. Indeed ‘excellence’, ‘accountability’ and ‘integrity’ are all core values at Camp Quality.

In 2017, the following outcomes were achieved:

• We ensured staff had access to effective and efficient best in class technology by focusing on ways to streamline their day-to-day work. This included an initial migration of some offices to Office 365, which helped reduce the complexity of our IT systems. At the same time the successful creation of an IT Roadmap kept our team on-task in the pursuit of greater network security with a network security scan helping identify and mitigate risks in our online systems. As we move into 2018, we are well on-track to complete the process of retiring our server assets and moving our entire organisation

to cloud-based systems. This, coupled with our ongoing use of Skype for Business, will continue to enable our teams to collaborate seamlessly regardless of where they may be based.

• Our commitment to transparency and accountability resulted in a pleasing outcome for Camp Quality in the 2017 AMR Charitable Reputation Index, with our ranking jumping seven places from number 12 in 2016 to number five in 2017. This placed us as both the highest-ranking childrens’, and the highest-ranking cancer charity in Australia.

• The development and execution of our Family and Volunteer Engagement System (known as FAVES internally) has enabled us to be both more responsive to our families and to significantly reduce the manual labour involved in managing communication with these important groups. Importantly, the system’s capacity to enable us to identify specific geographic regions that require support (be that via our Primary School Education Program or our Recreation Programs) has greatly enhanced both our planning and reporting processes with over 40 staff

hours saved per program execution thanks to the removal of reliance on paper record keeping.

• Interestingly the roll out of the new system has also coincided with a 95 per cent increase in new families attending one of our Family Camps which, while we can’t prove is a causal response, we believe is in part a result of the simplified process of opting in to Camp Quality activities.

• At the same time, we are proud of our child safety record with 100 per cent compliance achieved across our business for our safe-guarding children and young people work practices. This includes 100 per cent compliance to our Australian Childhood Foundation accreditation process and zero significant incidences reported during 2017.

During 2018 we will be refocusing our team’s attention on what it means to strive for best in class outcomes across our entire business and will support this push with appropriate training. This will include both internal mentoring and exposure to external thought leaders. We look forward to continuing to challenge ourselves to going ever further.

‘... the roll out of the new system has also

coincided with a 95 per cent increase in new

families attending one of our Family Camps.’

Stand-up paddle boarding at Family Camp, Huskisson, NSW.

24 25

Quality: supporting a more diverse, skilled and effective people base

As a charity we don’t sell widgets: we have very few physical assets we can derive any specific value from. Instead it is our human capital – that is the people that work at Camp Quality (both paid and unpaid) – that are essential to all we do. In this context in 2017, the following outcomes were celebrated:

• In a major commitment to our staff, 2017 saw us roll out a new human resource information system known internally as #success. The system was developed following feedback that staff desired a greater understanding of their individual role in achieving our organisation’s overall purpose. #success works by cascading organisational key success measures right through the organisation – thus allowing employees to develop a deeper understanding of their specific contribution. Managers are required to meet with each member of

their team quarterly, to review how the employee is tracking against their individual goals. This in turn helps inform the leadership team on how the organisation is performing.

• In its first year the system was met with mixed levels of support and subsequently key measures of completion were not achieved. Even so, we remain committed to embedding the system across our team and have consequently relaunched it to managers in 2018, and are working with them individually to assist in adoption.

• For the first time in five years we brought the entire Camp Quality team together for a planning meeting in Sydney. For many people this was the first time they had met many of their peer’s face-to-face. Attended by most of our staff (85 staff members from across the country), upon completion of the meeting 80 per cent reported they were excited to be a part of the future of Camp Quality.

• The results from the Annual Staff Engagement Pulse Check Survey showed an overall engagement rate of 72 per cent (against our target of 70 per cent). While this result was better than target, staff engagement remains a key focus for 2018.

• Our system for effectively encouraging and rewarding staff referral for talent to join the Camp Quality team had mixed results during the year dependent largely on the level of the recruitment being undertaken. Even so, 2017 saw an internal fill rate for key roles of 33 per cent, which is well above our organisational target of 25 per cent, indicating we are working well with our staff to identify appealing career pathways for them within our organisational structure.

As above our people are essential to driving long term value for our stakeholders – as such initiatives in this area remain a priority during 2018. Ultimately we intend to undertake a thorough review of our current people practices with the intention of ensuring we are indeed creating a great place to work.

“The results from the Annual Staff Engagement Pulse Check Survey showed an overall engagement rate of 72 per cent.”

The entire Camp Quality team together at the staff conference.

24 25

Our governance5. GOVERNANCE & RISK MANAGEMENT

Camp Quality believes good governance leads to better management decisions and helps avoid exposure to potential risks.

Furthermore, we believe not-for-profits (NFPs) who implement robust, best in class governance principles, enhance the quality of their management and build greater levels of trust within their community and among

stakeholders. This helps mobilise resources through the value chain to achieve sustainable success.

At Camp Quality we strive to operate in a manner that reflects the highest standards of corporate governance. Our structure and governance standards ensure our Board continues to provide sound and prudent governance in compliance with the Australian ASX Corporate Governance Council’s Corporate Governance

The members of our Board come from a variety of backgrounds and represent both diverse areas of expertise and geographical representation. We consider both things as prerequisites for managing our national organisation.

At Camp Quality our Board has adopted eight governance principles:

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 disclosures

Principle 6: Respect the rights of members

Principle 7: Recognise and manage risk

Principle 8: Remunerate fairly and responsibly

Principles and Recommendations (the “Principles”) and the Australian Charities and Not-for-Profits Commission’s (ACNC) governance standards.

Our Board activities in 2017 The Camp Quality Board adopts a service-based approach to governing our organisation where children impacted by cancer and their families are at the heart of everything we do.

In 2017, we created value by: • Camp Quality Limited

incorporated The Oranges Toolkit Pty Ltd (‘Oranges’), a wholly owned subsidiary to provide wellbeing programs to general public, private and public organisations as a profit-making activity to raise funds for Camp Quality’s charitable activities. Gross proceeds from the activities during the year including in-kind contribution were $ 316,625 whereas expenses, consisting of largely start up costs were $441,586

• Continuing to champion good governance principles and to position ourselves as early adopters (where appropriate)

of new corporate governance standards.

• We actively participated in research undertaken by academics into the benefits of adopting the Integrated <IR> Reporting framework for enhancing transparency and accountability

• We were the first NFP to adopt AASB 1058 (which becomes effective in 2020). This standard allows a NFP to elect to recognise volunteer services, or a class of volunteer services, if the fair value of those services can be measured reliably. Camp Quality established auditable systems and processes in 2017 to capture the time spent by our volunteers and subsequently introduced a Note to Financial Statements providing readers with insight into the value of our volunteers’ time. With a modest investment of $124k in volunteer recruitment and training, a return of $1.85m is a significant return on investment.

• We also developed a roadmap to adopt ISO 27001-International Best Practice Security Standards and engaged an external IT security company to conduct penetration testing of our system. The penetration test showed no major vulnerability of our systems and processes which provides our donors, supporters, families and other stakeholders with confidence that the data held by us is stored securely

• We revisited our Board Skills Matrix, aligning it with the eight governance principles and identified skills gaps. This matrix will be used to identify new Board members and to enhance current Board members’ skills

In recognition of Camp Quality’s good governance practices, our Board Director Nick Ridehalgh was awarded the Director of the Year Award by the Third Sector in 2017.

26 27

Governance functions The role of the Board at Camp Quality is to oversee both the strategic direction of the organisation and oversee management. In the context of the approved policy, risk and compliance framework within which the Camp Quality operates, the Board monitors the performance of the organisation and management against the agreed business strategy. The Board has approved a new delegation and limits of authority in 2017, which delegates the day–to–day management of

the business to the Chief Executive Officer. The Board meets six times during the year as part of the regular meeting agenda. In addition, there are three committees of the Board namely: the Strategic Revenue Committee; the Audit and Compliance Committee; and the People and Culture Committee. Each of these meets between four and six times a year.

The key roles of these Committees is highlighted in the table following.

The committees have access to the CEO and senior management as well as independent advice. Each committee provides an update on the outcomes at the Board meeting immediately following the committee meeting. In addition to these committees, the Board also regularly invites experienced leaders and independent professionals to advise the Board and management on emerging issues that may impact Camp Quality.

Table showing Camp Quality Board skills and experience

Board skills and experience Camp Quality currently has 12 directors on the Board. These directors come from a variety of backgrounds and bring with them a range of experience and expertise. The following people acted as directors of the Camp Quality Board in 2017:

Kim Jacobs AM, Gary Edstein, Robyn Watts, Nick Ridehalgh, John Higgins, Cameron Clyne, Kate Burleigh, David Morris, David Arkles, William Ulyate, Naseema Sparks, Kylea Tink. For further information about our Board of Directors go to:

The table below summaries the skills and experience considered by the Camp Quality Board to be important for its directors collectively, and provides further insight into the number of directors who have these skills.

Skills/Experience Comments No of Directors

Governance Experience and expertise working with corporate or NFP Boards – best practice corporate governance

8

Executive leadership Public company CEO or senior manager with strategy capability 7

Public relations and communication

Strong relationships and credibility across Australian business community

Experience in leading business-to-business and business-to-consumer marketing

10

7

Financial acumen and risk management

Understanding the financial drivers of the business; experience in anticipating and evaluating risks that could impact the business; and managing these through sound risk governance policies and frameworks

4

Industry experience Healthcare and connection to cancer community 3

Fundraising expertise Proven track record in organising and delivering major events 3

Government relations Understanding government and regulatory processes and experience dealing with governments at both federal and state levels

4

Technology Leading-edge digital experience – Social media/e-Commerce 1

Legal Experience in the identification and resolution of legal and regulatory issues and having the ability to assist the Board in these matters

2

campquality.org.au/about-us/our-governance

26 27

Revenue Committee Audit and Compliance Committee

People and Culture Committee

• Review and report back to the Board on: business development; brand; fundraising; donor management; business relationships

• Assess fundraising risk and appraise the Board of any issues

• Audit, accounting and reporting obligations

• Business risk management • Compliance with legal and

regulatory obligations • Management of investment

portfolio

• Review and monitor suitability of people and culture strategies and resultant organisational performance

• Review and monitor organisation structure and function to ensure delivery of organisational objectives and purpose

• Succession planning for the CEO

• Compliance and statutory obligations in relation to employment issues (for both paid and unpaid workforce)

Table showing Camp Quality Board committees and their key functions

During the Calendar Year 2017, 17 meetings of Directors (including committees of directors) were held. Attendances by each Director during the period can be found on the Camp Quality website at:


Directors’ meeting

Board/ Management’s approach to risk management At Camp Quality we take an enterprise–wide approach to risk management and consider the potential impact of risks on our revenue, services, safety, legal and compliance, governance, IT security and finance. In this way

we are committed to ensuring risk management is an integral part of the way we undertake our operations. As a reputable children’s charity in Australia we are not averse to taking appropriate risk and seeking out

Risks for which Camp Quality has zero tolerance are:

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

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.

Fraud and corruption Fraudulent and corrupt activities.

Regulatory risk and non-compliance of relevant laws Breaches of regulatory requirements and/or conducting illegal activities prohibited by Australian law.

opportunities; they are an inherent part of delivering our strategy, innovating and creating long-term sustainable value. A Risk Appetite Statement has been developed and implemented across the organisation.

Data integrity risks Poor design or poor maintenance of systems that could compromise stakeholders’ confidential information including, but not limited to, children & family personal information, and donor bank account details.

28 29

The below illustrates a few significant risks facing our organisation that directly impact on our ability to achieve our objectives, what mitigation measures are in place, incidence if any during CY2017 and the resources they have impacted.

Significant risks facing Camp Quality and mitigation measures in place CY2017

Table showing significant risks facing Camp Quality and mitigation measures in place CY2017

Monitoring and reviewing our risk management and internal control systems At a strategic level, effective governance of risk is achieved through the Audit and Compliance Committee of the Board. At an operational level, a Key Risk Reporting (KRI) system is in place, and risk is actively managed and reported every two months to the Board, except for serious risks which are reported as they occur. This strategy is based on industry best practice principle.

During this reporting period, the Audit and Compliance Committee took several initiatives to assess the risks in the context of external and internal environment. These initiatives among others included commissioning an independent IT security company – Content Security – to do penetration tests of our servers, website and other systems; regular phishing tests; training to staff on privacy laws; and securing declaration from our suppliers that they comply

with security standards in terms of storage and handling of Camp Quality data and information. As child protection is 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 Children’s Foundation (ACF) and our systems and processes are considered best in class as substantiated by the ACF in their accreditation report.

Risks Mitigation measures Result during this reporting period

Impacted value enablers

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 environment 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 incidence of fraud and corruption

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

We also draw on the skills of 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 of one of the big four banks in Australia provide ongoing support to minimise our regulatory compliance, data security and financial risks.

28 29

Financial management6. FINANCIAL STATEMENTS

2017 has been a year of good performance from a financial perspective. There was overall improvement in our financial health. For the second year in a row, Camp Quality has delivered a net operating surplus in 2017. It is noteworthy that this is an extremely encouraging outcome in the context of a net operating loss in the prior five years until 2016.

The fundraising costs have declined by three percentage points in 2017, and services and programs costs have increased by two percentage points.

Increased productivity and cost efficiency from process improvements have contributed to maintaining lower administrative expenses in CY2017. The administration expenses were 9 per cent, which is lower than industry average.

Technology has been a key driver in enhancing efficiency and reducing administration expenses in 2017. Examples include:

1. Development and deployment of Family and Volunteer Engagement System (FAVES) has allowed families to register online to access Camp Quality’s services anytime on any device, from any location. As a result savings of $360K per annum in direct costs were realised, while there was a 95 per cent increase in the number of new families attending our programs.

2. The implementation of a paperless credit card expenses management solution has directly reduced our bank charges and allowed time to focus on core services resulting in overall savings of $40,340 in administration costs.

Financial Performance 2017

$

Revenue 16,510,430

Investment income 572,231

Profit on sale of property, plant and equipment 336,431

Gain on evaluation of financial assets available for sale 250,213

Total revenue 17,669,305

Fundraising, marketing and communication expenses 8,533,191

Services and programs 6,512,820

Administrative expenses 1,468,898

16,514,909

Oranges Toolkit expenses 441,586

Total expenses 16,956,495

Net operating surplus 712,810

Cost 2017 Ratio 2016 Ratio

Fundraising 51 54

Services and programs 40 38

Administration cost 9 8

Fundraising, programs and administration cost ratio

30 31

The balance sheet is stronger than before, assets are higher, liabilities are lower and net equity has increased by $700K in 2017, compared to the corresponding period of last year.

At the end of 2017, Camp Quality added $1m to the contingency fund allowing Camp Quality to operate for 7.2 months in the event that all revenue sources were to cease. This equates to an increase of 1.1 month on the previous year.

A full set of audited financial statements can be found at:


Financial Position December 2017 $

Current assets 4,755,813

Non-current assets 9,991,689

Total assets 14,747,502

Current liabilities 2,279,175

Non-current liabilities 102,358

Total liabilities 2,381,533

Net equity 12,365,969

30 31

Special thanks7. OUR EXPRESSION OF GRATITUDE

We love our Camp Quality community. From our dedicated regular donors and bequestors, to our fundraisers, esCarpadians, wesCarpadians, local support groups and corporate partners, Camp Quality has a passionate and powerful network who make our work possible. We are extremely thankful to every one of our supporters all over Australia.

Strategic & major partners

Corporate supportersCaesarstone, Channel 7 Telethon Trust, Equifax, EVT, Jetts Fitness Melton, Lefand Group, LEGO Australia, Master Plumbers & Supplies, McConnell Dowell Constructors-Sydney, McGrath Estate Agents, Northern Territory Broadcasters Pty Ltd, Santa’s Magical Kingdom, Smiggle, Stockland, Tour De Cure Limited, Urban Utilities, Village Roadshow Theme Parks, Watermark Hotel Glenelg, Westfield Carindale.

Major giftsJune Bramich, Leigh and Sue Clifford AO, Chum Darvall AM and Sonja Woodwell, David Deague, Gary and Julie Edstein, John Higgins AO, Godfrey Hirst Australia, Honan Insurance Group, Joanna Horgan, Josh Liberman, Life Fitness, The Power Family, Richard Smith, Robert Brakspear, Robert and Wendy Dunnet, VivCourt Trading, Vue de monde, Curtis and Mary Zuber.

Fundraising support groupsArmidale Support Group, Bunbury Support Group, Geraldton Support Group, Glenn Innes Support Group, Granger Family, Lavington Lions Club, Lions Club of Albury, Mackay Support Group, Manning Valley Support Group, Northern Rivers Support Group, Port Macquarie Support Group, Rockhampton Support Group, Rotary Club of Albury, Tweed Heads Support Group, Tall Timbers Craft Group.

Estates of the lateVoila Maria Barnes, William Desmond Lawrence Bell, Leonard Edwin Bergemann, Shirley Jean Bruin, Elsie Fay Jean Chandler, Marguerita Beryl Croker, Eileen Mary Giles, Joseph Griffiths, Gladys May Hansen, Lilian Bessie Harrison, Sidney James Hopkins, Alexander Kinghorn, Maurice Milton Malby, Constance Edna McDonald, Shenee Pixie McFadyn, Anne Edwina Milne, Barbara Mary Staniforth, Francis Leslie Stafford, Mabel Evelyn Stanley, Shirley Margaret Tuttle, Robert Henry Wilson.

Trusts and foundationsA G Cowley Trust, Pierce Armstrong Foundation, Bamford Family Foundation, Beck Family Foundation, The Beeren Foundation, Bernview Pty Ltd, Bamford Family Foundation, Bertalli Family Foundation, The Graham & Charlene Bradley Endowment, Bristow Endowment, May Carlson Trust Fund, Dalwood-Wylie Foundation, Davies Family Foundation, The Dorman Family Foundation, Dick Smith Foods Foundation, Dimmick Charitable Trust, Equity Trustees, Fay Fuller Foundation, The R A Gale Foundation, The Hamilton Charitable Gift Account, Liangrove Foundation, Justin McCuaig Foundation, Marrich Charitable Foundation, The Stanley & Eunice Nicholson Trust, The PW Foundation, Reuben Pelerman Benevolent Foundation, Trust Fund of the Late Joan Margaret Petersen, The Ponting Foundation, The Pratt Foundation, The Bruce & Joy Reid Trust, Scanlon Foundation, Nell & Hermon Slade Trust, Young Charity Fund c/o GreaterGood.

Minimum size

34px height

Audi foundation logo with tagline - Digital usage guidelines

Default layout (recommended)

Colour options:

Logo with Rings

Alternate layouts:

Safe space

“Camp Quality got us through days and times that we just didn’t think we’d be able to get through” - Kirsten, Camp Quality mum.

How you can help a child impacted by cancer

Donate Whether you’re able to give a one-off contribution, become a regular giver or leave a bequest in your Will, you can donate today by calling 1300 662 267

Volunteer with usWhatever you do, and wherever you live, if you’re over 18 you can apply to become a volunteer. Please visit campquality.org.au/volunteer

Partner with usThere are a range of ways to build mutually beneficial partnerships – from sponsorship, cause-related marketing, pro bono or in-kind support, workplace giving, staff engagement and more. Read more at campquality.org.au/partner

Spread the wordFollow us on one of our social media platforms and help us share our stories.

Attend an eventCamp Quality is known for hosting an array of unique fundraising events right across the country. Join us at an event near you. campquality.org.au/events

Fundraise for usIf you’re into personal challenges or just want to celebrate an occasion, be it a trivia night, garage sale, mufti day or in any other way, you can register here to fundraise for us. fundraise.campquality.org.au

campquality.org.au1300 662 267 Locked Bag 7523 McMahons Point NSW 2060

integrated report - pro bono australia · integrated report again takes a principles-based...

Documents