role models and leaders australia annual report 2016 … · schooling. girls receive up to six...

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ROLE MODELS AND LEADERS AUSTRALIA

ANNUAL REPORT 2016

&leaders australiadeveloping young leaders for tomorrow

2 | Role Models and Leaders Australia Annual Report 2016

The Girls Academy Program works within the school system to drive community-led solutions aimed at reducing the barriers that prevent Indigenous girls from completing their education and reaching their

full potential. Simply put, our mission is: “Develop a Girl - Change a Community”.

11.24 %above average attendance rates nationally

960girls at Academies in WA, NT and NSW

93 %year 12 completion rate

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ContentsWho We Are and What We Do 4

About Us 5

Our Mission 7

Closing the Gap 8

What Our Girls Have to Say? 10

Chairman and CEO’s report 2016 11

2016 at a Glance 13

2016 Events and Activities 14

Directors’ Report 17

Auditor’s Independence Declaration 19

Financial Statements and Notes to the Financial Statements 20

Independent Audit Report 36

Directors’ Declaration 38


Who We Are and What We Do

“My grades are up and staying up. I study and get

assignments done in the Girls Academy room, and their help has taken the pressure off of doing high school by myself”

- Girls Academy Student

Founded in 2004 by Olympian and champion Basketballer Ricky Grace (MEdL, BPolSc), Role Models and Leaders Australia (RMLA) is the leading provider of school-based programs for Aboriginal and Torres Strait Islander girls in Australia.

RMLA is a not-for-profit charitable organisation, which develops and empowers Aboriginal girls through leadership training, mentoring, sport and extra-curricular education programs.

The RMLA program includes ‘Up4It’, which is designed to keep young future leaders in school, with 2,500 participants from regional and remote locations; and the Girls Academy in 16 school locations around the country, and over 1,000 Indigenous High School Girls enrolled.

The Girls Academy has already helped thousands of at-risk Aboriginal girls overcome some of the common barriers which keep them from attending school, including poverty, teen pregnancy, drugs, alcoholism, violence, abuse, and the disengagement that exists between them, their culture and their community.

The Girls Academy works within the school system to drive community-led solutions aimed at reducing these barriers that prevent Aboriginal and Torres Strait Islander girls from completing their education and reaching their full potential. The Girls Academy takes girls from 12 years old and works with them within the secondary school system until they complete their schooling. Girls receive up to six years of intensive one-on-one mentoring and support from our team of skilled field staff , 76percent of who are highly accomplished Aboriginal and Torres Strait Islander women.

In 2017 we are projecting a total of 2,000 Aboriginal and Torres Strait Islander girls participating in the Girls Academy program throughout 34 schools.

Our program increases the skills, employability, mental health and well-being of Aboriginal and Torres Strait Islander girls throughout Australia – providing them with better opportunities to contribute to the social and economic outcomes of the wider community. Academy girls are ready to make an economic contribution to our nation and to be part of the social change that is closing-the-gap. The Girls Academy equips Aboriginal and Torres Strait Islander girls with the tools required to engage in their education, achieve their goals and change their communities.

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About Us

Organisational Structure

Role Models and Leaders Australia is structured to deliver its business through the executive.

RoleModels &LeadersAustralia

Ltd

BoardMembersRickyGrace(CEO)

SimonChesson (Chairman&CFO)BrettLovelle(Non-Executive Director)SydChesson (Non-Executive Director)

DrRobertIsaacs,OAM,PhD,JP(Non-Executive Director)

Executives

RickyGrace(CEO)

Up-4-ItManager

Up-4-ItAdmin

ChiefOperationsOfficerGirlsAcademy

NewSouthWales

NSWRegionalManager

Dubbo,CoonambleandOrange

ProgramManagers

DevelopmentOfficers

NSWRegionalManagerTamworth

ProgramManagers

DevelopmentOfficers

WesternAustralia

WARegionalManager

ProgramManagers

DevelopmentOfficers

WARegionalManager

ProgramManagers

DevelopmentOfficers

NorthernTerritory

NTRegionalManager

ProgramManagers

DevelopmentOfficers

CorporateDepartment

DirectorofCorporateRelations(NSW)

DirectorofCorporateRelations(WA/NT)

OfficeandMarketingManager

AdministrationOfficer

OperationalBudget

Coordinator

DevelopmentandImplementationManager


About UsOur Board of Directors is responsible for RMLA’s overall performance and compliance, providing strategic direction, effective governance and leadership.

Ricky GraceFounder and CEORicky has been a board member since 2004. Olympian and champion basketball player Ricky Grace holds a Masters Degree in Educational Leadership from Notre Dame University in Western Australia. His five-time nomination as Most Valuable Player for the Perth Wildcats further demonstrates his leadership qualifications and experience. Ricky is passionate and dedicated to the continued success of Role Models and Leaders Australia in bringing about positive change and breaking down the barriers that prevent Aboriginal girls from completing their education.

Simon ChessonChairman and CFOSimon who holds a Master of Business of Administration and a Bachelor of Commerce has been a board member since 2004. He is a qualified Certified Practising Accountant, a qualified Certified Financial Planner, and a fellow of the Financial Services Institute of Australasia. Simon Chesson has over 15 years experience in business, accounting, and the property industry. He has extensive experience as a Director and company secretary of numerous public and private enterprises. He has extensive experience with the Corporation Acts 2001 and Managed Investments Industry.

Sydney ChessonNon-Executive DirectorSydney has been a board member since 2004. He holds a Master of Business Administration degree from the University of Notre Dame Australia, where he was admitted to the Vice Chancellor’s list for academic excellence. He is a licensed real estate agent and business broker, and a licensed finance broker. Sydney has extensive experience in importing and exporting, production and manufacturing. He has over 25 years experience in real estate and over 35 years experience in business and commercial activities. As a Fellow of the Australian Institute of Company Directors, Sydney has considerable experience as a Director of listed and unlisted public companies, unlisted property trusts, managed investment schemes, and several private companies.

Brett LovelleNon-Executive DirectorBrett who has been a board member since 2013, has more than 27 years of professional experience as an Executive, Management Consultant and Management Accountant with a major focus on businesses consulting in Australia and the Asia-Pacific region. Brett has enjoyed broad and diverse experiences in both Corporate and Government sectors with a focus on business and ICT strategy development, design thinking, operational efficiency, strategic sourcing and the implementation of transformational change programs.

Dr. Robert Isaacs, OAM, PhD, JPNon-Executive DirectorDr Robert Isaacs joined the board in 2016 and is from the WHADJUK- Bibilmum Wardandi Noongar language group of South Western. He is the Chair of the Australia Day Council WA, Executive Member to the State Aboriginal Advisory Council – Aboriginal Affairs Planning Authority Act, and is a Life Member of the Derbarl Yerrigan Health Service. He is an inspiring, highly regarded and well respected Indigenous Australian who devotes his life to breaking down cultural barriers and improving the lives of disadvantaged people. His outstanding efforts recently earned him the accolade of 2015 Western Australian of the Year and the 2015 Outstanding Achievement Award at the NAIDOC Perth Awards

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Our MissionAboriginal and Torres Strait Islander girls face some of the greatest social disadvantage of the population of our nation. In every social measure, Aboriginal and Torres Strait Islanders trail their non-Indigenous peers in health, education, employment opportunities, earning capacity and life span.

As the future mothers and leaders of the Indigenous community, strong and educated young women are critical to closing the unacceptable gap that exists between Aboriginal and Torres Strait Islanders and non-Aboriginal Australians. RMLA Academy girls have the potential to be powerful catalysts for change in their communities, and we believe that education is the key to bringing about this change.

Program activities are designed with an emphasis on the ‘Big 4’ objectives to:

1. Increase school attendance

2. Advance academic and personal achievement

3. Improve year 12 graduation rates, and

4. Facilitate post-school transition planning

We use a variety of tools to achieve these objectives including;

• Aboriginal and Torres Strait Islanders women as role models and mentors. Our team of Program Managers (80% of who are Aboriginal and Torres Strait Islanders) inspire and encourage students through one-on-mentoring, guidance and support.

• Extracurricular activities including health and well-being workshops, Inter-academy sporting carnivals.

• Post-school transition planning to support students to develop career, education, training and employment pathways.

• Leadership, Teamwork and Vision activities designed to support the development of student’s confidence, attitude, leadership and teamwork skills.

• Academy Advisory Committees have been established in 20 communities. These Panels provide local, grass roots advice and help steer the activities of the Girls Academy.


Closing The GapThere is an urgent need to ‘close the gap’ between Aboriginal and Torres Strait Islander and Non-Indigenous measures of health and wellbeing.

Closing the Gap requires intensive and sustained efforts from all levels of government, private and not-for-profit sectors, communities and individuals to improve the opportunities and quality of life for Indigenous Australians.

The Girls Academy is actively working towards Closing the Gap.

Life ExpectancyThe life expectancy of Aboriginal and Torres Straight Islander people is approximately ten years lower.

The Girls Academy is reducing this gap by:• Providing health Information sessions with local organisations• Nutrition workshops & healthy cook-ups• Mental health & resilience sessions• Extra-curricular fitness activities• Sporting programs, training & competitions• Well-being workshops and forums• Health checks with local health care professionals• After-school homework classes• In-classroom support & teacher assistance• Literacy and numeracy sessions held outside of standard curriculum• Reward activities used as tangible incentives to meet academic goals• Hands-on activities to improve skills, i.e., fundraising, score keeping, etc• End of term awards for academic improve

LiteracyThere is approximately a two and a third year gap between numeracy and literacy rates for Aboriginal and Torres Strait Islander people.

To address this issue, the Girls Academy is: • Providing one-on-one mentoring & support • After-school homework classes• In-classroom support & teacher assistance• Literacy and numeracy sessions held outside of standard curriculum• Reward activities used as tangible incentives to meet academic goals

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Year 12 AttainmentAboriginal and Torres Strait Islander people are 24.9% less likely to have achieved year 12 education or higher qualifications.

To close this gap the Academy provides: • Structured attendance reward system• Daily school pick-ups and home visits• One-on-one pastoral care and individual student plans• Extra-curricular engagement activities• Senior school study sessions and intensive exam support• Guest speakers & role models to educate and inspire• Academy rooms provides a sanctuary for students; meals, study space, support, relaxation, games area

Employment OutcomesAboriginal and Torres Strait Islander people aged 15-64 are more than 24.2% likely to be unemployed.

The Girls Academy is reducing this gap by:

• Local community partnerships provide support and assistance to students• Job skills development training• Career sessions and workshops• Engagement with local job networks• Visits to career & employment expo’s• University discovery trips & info sessions• Conducting mock interviews & providing interview attire• Resume writing & portfolio preparation• Establishing a post-school transition plan for every Girls Academy student


What Our Girls Have To Say?

The Girls Academy has allowed me to grow into a young woman with confidence and a positive outlook for my future.

“Since being part of the Girls Academy I am confident and aware of life after school.

“

There are so many opportunities that the Girls Academy provides us with. I never thought I’d accomplish so many things, and have so many positive experiences.

“My favourite thing about the girls academy is coming together, being happy, yarning, playing sports, learning lots of new things and being leaders.

“

This program has been my rock; it is such a positive opportunity for young girls like myself to be given.

“My mum first suggested I join the Girls Academy. I started taking an interest in my school work, my self esteem went up and I started to feel comfortable being at school.

“

If there was no Girls Academy at my school I would feel lost because the Girls Academy are like our friends and they’re always there when you need them.

“The Girls Academy remind me its all going to be worth it, that all this hard work is going to pay off. That just makes me feel at ease and gives me an attitude of never giving up.

“

The staff have been 2 extra mums to me, always giving me advice, making me finish my assignments, laughing with me and opening new doors for myself and the others to get far in life.

“My grades are up and staying up. I study and get assignments done in the Girls Academy room and their help has taken the pressure off of doing high school by myself.

“

My favourite thing about the Girls Academy is the help I get from all the staff and the girls in the Academy, all of the sporting opportunities and learning about our culture.

“ I don’t know how I would cope with school & the struggles that come with life without the Girls Academy, as they’re continuously telling me i’m going to make it. They’ve said it that many times, I’m starting to believe it.

“

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Chairman and CEO’s Report 2016

The 2016 saw another year of significant growth for Role Models and Leaders Australia (RMLA).

Whilst the RMLA’s Up4It program has continued to deliver fantastic on the ground results in the remote and regional communities of Western Australia to over 2,500 children, it is the Girls Academy program where the growth has been of the greatest excitement. Given its size, results and importance to the communities in which it operates, the Girls Academy is now undoubtedly the leading school-support program for Aboriginal and Torres Strait Islander girls in Australia.

Girls Academy ExpansionIn July 2016, we were granted funding by the Australian Government to expand the reach of our Girls Academy program to an additional 1,500 Aboriginal and Torres Strait Islander girls. The intention is that this growth will be fully Implemented by December 2017. This extra funding will bring the total number of girls in the program to around 2,000 in Western Australia, the Northern Territory and New South Wales. After an approach to the Queensland State Government, there is also great hope that the program will also extend to Queensland ready for kick-off in 2018.

This extension of support has facilitated planned Girls Academy expansion in Western Australia and New South Wales. We would like to acknowledge and welcome the following schools where Academies have been established in 2016:

New South Wales

• Tamworth High School

• Oxley High School

Western Australia

• Cecil Andrews High School

• Challis Primary School

• Coodanup College

On top of this expansion rolled out in 2016, in 2017 there are considered and endorsed plans to have academies commence in Dubbo, Melville, Kempsey, Gunnedah, Muswellbrook, Canobolas, Coonamble in New South Wales and also Esperance, Girrawheen, Balga and Kiara in Western Australia. We are excited by this prospect and look forward to working with all of these schools to establish our Academies. Many schools and communities in these and other states have been in discussion with us to establish a Girls Academy in their school, and the extra funds provided by the Federal Government will make this possible. This is highly gratifying as communities are now approaching us, which gives us great belief that the program is meeting their localised needs.

Up4It Program2016 was another fantastic year for Up4It, RMLA’s, leadership development program to address the poor attendance rates of Indigenous students in Australia’s regional and remote communities.

This creative and innovative program provides role models to deliver workshops, sports coaching and extra-curricular activities to reinforce positive messages about education, healthy lifestyles, leadership, teamwork and sport/physical activity.

In 2016 the Up4It program visited South Hedland, Yandeyarra, Nullagine, Marble Bar, Jigalong, Tom Price and Bidyadanga.

SupportersOur rapid expansion could not have been possible without the incredible support we’ve received throughout the year. Special thanks to the Australian Government, our largest supporter, who have shown great faith in RMLA to deliver the Girls Academy program. The continued growth and extra funding provided gives us great confidence that we are assisting delivering on the Federal Government’s agenda in Closing the Gap. We are also greatly appreciative of the New South Wales State Government and the Northern Territory Government for their support of the Girls Academy program in their respective states. We are still working hard to gain the support of the Western Australian Government and look forward to working with whoever is elected at the 2017 State Government elections.


• AustAsia Group• Ashirward Foundation• Bankwest• Bureau One• CCI• City of Kalgoorlie• City of Karratha• Clough Foundation• Commonwealth Bank• Community Grants• Curtin University• Department of Prime Minister and Cabinet (Australian

Government)• Department of Education, Northern Territory• Herbert Smith Freehills

• Horizon Power• INPEX• Nestle• Newton Moore Action Group• Northern Star Resources Limited• Ngarluma Aboriginal Corporation• NSW Mineral Council Gundijheimi Aboriginal

Corporation• Perth Aiport• Shire of Broome• Spotless• TAG Financial Group• UON• Wood Group

Special thanks also go to our existing corporate and philanthropic partners who have supported us not only financially, but via student workshops, attending and participating in events and advocating for the Girls Academy. Your support has allowed us to deliver the high-quality program we are so proud of and enabled us to continue to grow.

Chairman and CEO’s Report 2016

2010 2015 2016 2017 projections

Academies 7 12 16 29

Staff 20 40 48 90

Girls (year 7 – 12) 550 1,000 1,160 2,000

Year 12 graduates 29 49 52 120

Year 12 completions 68 70 160

ResultsThe Girls Academy’s program results continue to impress. Our results indicate the attendance rate of Academy Girls was 11.2 percent above that of the national rate for Australian Aboriginal and Torres Strait Islander girls.

Academies in the Northern Territory achieved even greater results with attendance rates sitting 17.6 percent higher than the average for Aboriginal and Torres Strait Islander girls in the State. Seeing our participation rates climb year-after-year is a testament to the hard work of our mentors and role models on the ground.

Our TeamFinally, we would like to take this opportunity to thank our amazing staff and the support of our Board. Without the backing of everyone, we would not be able to achieve the results for our Girls. Our staff are dedicated, hard-working and fantastic role models and leaders for our all of our participants, and particularly for our Girls Academy Program.

Simon Chesson Ricky GraceChairman and Chief Financial Officer Founder and Chief Executive Officer

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2016 at a Glance

ResultsSpecial thanks also go to our existing corporate and philanthropic partners who have supported us not only financially, but via student workshops, attending and participating in events and advocating for the Girls Academy. Your support has allowed us to deliver the high-quality program we are so proud of and enabled us to continue to grow. The Girls Academy’s program results continue to impress. Our results indicate the attendance rate of Academy Girls was 11.2 percent above that of the national rate for Australian Aboriginal and Torres Strait Islander girls.

2016 has been busy year for the Girls Academy. Our recent expansion has seen the Girls Academy Grow from 12 academies in a matter of months.


2016 Events and Activities8th Annual Girls Academy Showcase22nd - 24th August 2016Over 120 girls travelled to Perth from Girls Academies throughout WA, NT and NSW for the 8th Annual Girls Academy Showcase.

The three-day event took place at Curtin University and featured an Opening Ceremony emceed by comedian and actor Peter Rowsthorn; a two-day basketball tournament; and one day of cultural, leadership, and university activities, hosted and facilitated by Curtin AHEAD.

The Showcase forms part of our structured reward system that rewards girls for achieving set targets and goals including:

• 80% Attendance rate• Outstanding behaviour at school and within the Community• Academic achievement/improvement• Commitment to training

The event is valuable for students who are interested in continuing their studies after graduating Year 12 as it exposes them to university life and breaks down assumptions about attaining a university education.

United Nations Conference11th -13th March 2016The Perth Girls Academy sent three students to the United Nations State Conference held at the University of Western Australia. The theme of the conference was ‘Aboriginal and Torres Strait Islander Rights’ with the purpose of the conference to bring together students from various schools around Perth and create a mini United Nations.

Year 7 Orientation Transitioning our students from year 7 to year 8, and into the Girls Academy program, is an important part of establishing student trust, familiarity and confidence in what can be quite a daunting passage.

• The Kalgoorlie Academy held a Year 7 Induction Camp, with 23 students participated in an overnight camp, which included games, pizza, basketball, movies and performances from students.

• The Kununurra Academy also held an orientation sleepover with 19 girls who immersed themselves in fun activities including water sports, facials and making new friends.

Community InvolvementIn 2016, The Fitzroy Valley Girls Academy conducted weekly visits to the local Marninwarntikura Fitzroy Women’s Resource Centre to explore how the Marnin Art Studio supports women to turn their artistic projects into income generating ventures. The girls involvement at the Centre provided an excellent opportunity for the girls to connect with elder women within the community while learning art techniques and business skills.

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Community ServiceThe West Arnhem Girls Academy and the Clontarf Foundation joined forces to participate in their first community service activity of 2016 where 14 young men and women volunteered their time to help clean up the Gunbalanya Clinic grounds.

Mother’s Day DinnerIn celebration of Mother’s Day, the Centralian Girls Academy hosted a dinner at the Kungka’s Can Cook restaurant. The dinner brought students and their mothers, sisters, aunties, nannas as well as Girls Academy and school staff together. Guest Speakers,Phynea Clarke and Billie-Jo Wesley, spoke about their education experiences, struggles that impacted their education and how they managed to overcome these barriers to reach their goals.

Diabetes WA “Strong Culture Program”The Newton Moore Girls Academy in Bunbury were awarded funding from Diabetes WA under the “Strong Culture” grant allowing them to deliver a program on diabetes prevention, healthy eating and physical activity. The Girls Academy invited local elders who presented a session on the benefits of returning to cultural eating.

Dubbo EisteddfodAfter months of tireless practice, Coonamble Girls Academy’s Blue Dance Company from the placed 2nd in the City of Dubbo Eisteddfod in June.

The Dubbo Eisteddfod event provides a forum for performance in the disciplines of dance, Instrumental, Vocal & Choral, Speech and Drama.

Murdoch University Visit14th June 2016The Clontarf Girls Academy took twenty-four girls from years ten to twelve to visit Kulbardi Aboriginal Centre at Murdoch University. Kulbardi employee Jordin Godula shared stories about her journey through life with the young students. The girls then identified things that make them happy in life and linked that to what they could potentially study at university.

Elders Day LunchTo acknowledge National Sorry Day 2016, the Kalgoorlie Girls Academy attended a lunch with community Elders. Students met Elders of the Goldfields community and heard stories of the Stolen Generation, highlighting the importance of family and the history of their ancestors.

Say ‘NO MORE’ March19th May 2016The Gunbalanya and Jabiru Girls Academy joined forces and participated in a community march to say ‘NO MORE’ to family violence. The walk kicked off at the Gunbalanya school, with special guest Charlie King who talked to students about the day’s message. Students and community members lined the street with flags and posters, and participants linked arms in solidarity as they made their way around the streets of Gunbalanya.

Workplace LearningThe Fitzroy Crossing District Hospital hosted a tour for Fitzroy Valley Girls Academy students. Hospital Director, Liz Curtis and Narissa, the Head of Nursing took the time to discuss a diverse range of employment options including administration, orderlies, nurses, social workers, doctors, midwives, pharmacists and paramedics giving the girls a fantastic insight into future job opportunities in the medical world.

2016 Events and Activities


2016 Events and Activities

Q & A Women’s PanelClontarf Aboriginal College in Perth held a Q&A Women’s Panel for year 10, and 11 students and three special guests;• Johanna Ramsay – Director of Corporate Relations at Girls Academy• Jemila Djama –Flow Assurance Engineer in the Oil and Gas Industry• Simone Atkinson- Flight Attendant for Virgin Australia Regional AirlinesThe panel’s guest speakers gave students insight into their journey, work/life balance, motivations, obstacles, successes and challenges.

Destination DreamingSacred Heart College students visited the Jabiru Girls Academy as part a partnership with the Destination Dreaming program.The mission of the partnership is to empower women, build healthy relationships and improve social, cultural and academic education. Destination Dreaming gives young non-Aboriginal and Torres Strait Islander girls the opportunity to connect with Aboriginal and Torres Strait Islander girls and learn from the locals.

Bilata Legal Pathways Program5th August 2016Two students from the Palmerston Girls Academy attended an event hosted by the NAAJA Bilata Legal Pathways Program held at the Charles Darwin University. Guest speakers at the event included Felicity Gerry QC, Barrister, Academic & Media Commentator, and Consul General Frankie Arnette Reed. A third Palmerston student met with Consul General Frankie the following day to discuss her ambitions to become a lawyer after graduation.

Parliamentary Visit, Canberra30th November 2016Girls Academy representatives from WA, NT and NSW attended a BBQ at Parliament House hosted by Hon Nigel Scullion, Minister of Aboriginal and Torres Strait Islander Affairs, and Senator the Hon Michaelia Cash, Minister for Employment, Minister for Women and Minister Assisting the Prime Minister for the Public Service. The ministers and other parliamentary staff took time out of their schedules to hear about the Girls Academy Program from both current and past Academy students.

Annual Academy AwardsThe Girls Academy End of Year Awards celebrates students achievements with their families, staff, local community and supporters. Awards include the ‘Academic Aspiration Award’, ‘Outstanding Attendance Award’, ‘Aspiring Role Model Award’ and ‘Academy Sports Woman of The Year’.

Giving Circle Garden Fete4th December 2016The Girls Academy Giving Circle held its first public event at a Garden Fete in Subiaco. The Giving Circle aims to bring people together across a range of communities to support the Girls Academy Program in many ways; through financial donations, through service contributions, and through forming Mini Circles of up to six friends or colleagues who come together to raise funds for the Girls Academy Program. Over 120 people displayed interest in learning more about both the Girls Academy Program and the Girls Academy Giving Circle on the day.

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Directors’ Report

The Directors of Role Models and Leaders Australia Limited (“RMLA”) submit herewith the annual report of the RMLA for the financial year ended 31 December 2016. The Directors report as follows:

The names of the Directors of RMLA during or since the end of the financial year are:

• Mr Simon Chesson (Chief Financial Officer & Chairman)• Mr Ricky Grace (Chief Executive Officer)• Mr Sydney Chesson• Mr. Brett Lovelle• Dr. Robert Isaacs, OAM, PhD, JP (Appointed on 18th November 2016)

The Board of RMLA met four times during the year ended 31 December 2016.

The number of Board meetings attended by each director during the year is set out below:

Number eligible to attend Number attended

Mr Simon Chesson 4 4

Mr Ricky Grace 4 4

Mr Sydney Chesson 4 4

Mr Brett Lovelle 4 4

Dr. Robert Isaacs, OAM, PhD, JP 2 2

PRINCIPAL ACTIVITIESThe principal activity of RMLA during the financial year was to improve the education, discipline, life skills, self-esteem and employment prospects of young Aboriginal women and in doing so, equip them to participate meaningfully in society.

The objects of the Association are to relieve the poverty, sickness, suffering, distress, misfortune, disability, destitution or helplessness of needy youth, particularly Indigenous youth, across Australia, particularly in regional and remote communities, through, but not limited to, the following means:

a) providing needy youth with access to role models and leaders;

b) creating and operating girls academies which work directly with needy female youth to keep them engaged in education and their future; and

c) creating and operating programs which work directly with needy youth to promote attendance, participation, improved behaviours and achievement of goals for student

RMLA Academy girls have the potential to be powerful catalysts for change in their communitites. The Girls Academy equips them with the tools required to achieve their goals and become aware of their full potential.

Short Term Objectives

Program activities are designed with emphasis on the ‘Big 4’ objectives to:

1. Increase school attendance

2. Advance academic and personal achievement

3. Improve year 12 graduation rates, and

4. Facilitate post-school transition planning

The Girls Academy Program works within the school system to drive community-led solutions aimed at reducing the barriers that prevent Indigenous girls from completing their education and reaching their full potential.

Long Term Objectives

Australian Indigenous girls face some of the greatest social disadvantage of our nations population. In every social measure,


Directors’ Report

Australian Indigenous Girls trail their non-Indigenous peers in health, education, employment opportunities, earning capacity and life span.

An educated girl is the most influential force in her family and wider community to break the cycle of disadvantage and to build a healthier family, a stronger community and a brighter future. But too often, a girl who could change her world for the better is locked out of that future due to the circumstances of her environment.

The Girls Academy equips Indigenous girls with the tools required to engage in their education, achieve their goals and change their communities.

REVIEW OF OPERATIONSA review of RMLA’s operations for the year is included in the Chairman and CEO’s Report.

CHANGES IN THE STATE OF AFFAIRSThere was no significant change in the state of affairs of RMLA during the financial year.

SUBSEQUENT EVENTSSince the end of the financial year, RMLA has received confirmation of additional funding from the Department of Prime Minister and Cabinet to allow RMLA to expand its operations on a larger scale. RMLA will receive approximately additional $4,000,000 in funding for the period 1 July 2012 to 31 December 2019. Full details of the annoucement have been released.

Since the end of the financial year, RMLA has received and entered an agreement with Department of Education New South Wales for 1 January 2017 to 31 December 2019 to support up to 800 girls for NSW Academies.

The financial impact of the funding arrangement is yet to be determined, however the Directors are of the view that this provides further capacity for future financial years.

INDEMNIFICATION OF OFFICERSDuring the financial year, there was no premium paid in respect of insuring the Directors of RMLA and all executive officers of the RMLA against a liability incurred as such a Director, Secretary or executive officer to the extent permitted by the Corporations Act 2001.

The financial statements cover RMLA as an individual entity, incorporated and domiciled in Australia. RMLA is a company limited by guarantee.

The financial statements were authorised for issue on 27 June 2017 by the directors of the company.

On behalf of the Directors,

Simon ChessonChairman and Chief Financial Officer

Perth, 26 June 2017


FINANCIAL STATEMENTS

AND NOTES TO THE

FINANCIAL STATEMENTS

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2016 2015

Note $ $

Revenue 5,530,243 4,916,271

Other income 2 75,284 8,952

Employee & Personnel Expense 3 (3,537,506) (3,147,789)

Depreciation and amortisation expense - -

Finance costs 3 (5,140) (2,207)

Repairs, maintenance and vehicle running expense 3 (147,933) (4,739)

Audit Expense 3 (12,600) (12,600)

Program Operational Expenses 3 (1,552,019) (1,462,442)

Administration expense (349,729) (295,518)

Profit before income tax 600 (72)

Income tax expense - -

Profit (loss) for the year 600 (72)

Other comprehensive income

Items that will not be reclassified subsequently to profit or loss:

Gains on revaluation of land and buildings, net of tax - -

Items that may be reclassified subsequently to profit or loss:

Fair value gains/(losses) on available-for-sale financial assets, net of tax - -

Other comprehensive income for the year -

Total comprehensive income for the year 600 (72)

Total comprehensive income attributable to members of the entity 600 (72)

The above Statement of Comprehensive Income should be read in conjunction with the accompanying notes.

Statement of Comprehensive Incomefor the year ended 31 December 2016


31 December 2016

31 December 2015

Note $ $

Assets

Current assets

Cash on hand 9 4,631,168 1,078,530

Account receivable and other debtors 4 86,848 242,129

Prepayments 1,944 54,320-

Total current assets 4,719,961 1,374,979

Non-current assets

Property, plant and equipment 5 403,430 177,166

Total non-current assets 403,430 177,166

Total assets 5,123,391 1,552,145

Liabilities

Current liabilities

Trade and Other Payables 6 634,240 236,653

Income received in advance 7 4,174,000 1,215,500-

Total current liabilities 4,808,240 1,452,153

Non-current liabilities

Finance Lease Liabilities 10 312,042 97,483-

Total non-current liabilities 312,042 97,483-

Total liabilities 5,120,282 1,549,636

Net assets 3,109 2,509

Equity

Retained Surplus 8 3,109 2,509

Total Equity 3,109 2,509

The above Statement of Financial Position should be read in conjunction with the accompanying notes.

Statement of Financial Positionat 31 December 2016

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Retained Profits

Asset Revaluation

Total

$ $ $

Balance at 1 January 2015 2,581 - 2,581

Surplus attributable to members of the entity (72) - (72)

Increase in asset revaluation reserve - - -

Adjustment to retained earnings - - -

Balance as at 31 December 2015 2,509 - 2,509

Balance at 1 January 2016 2,509 - 2,509

Surplus attributable to members of the entity 600 - 600

Increase in asset revaluation reserve - - -

Adjustment to retained earnings - - -

Balance at 31 December 2016 3,109 - 3,109

The above Statement of Changes in Equity should be read in conjunction with the accompanying notes.

Statement of Changes in Equityfor the year ended 31 December 2016


Statement of Cash Flowsfor the year ended 31 December 2016

2016 2015

Note $ $

Cash flows from operating activities

Receipts from customer 8,644,024 5,897,913

Payments to suppliers and employees (5,154,964) (4,838,647)

Net cash generated by operating activities 18 3,489,060 1,059,266

Cash flows from investing activities

Payment for plant and equipment (226,264) (106,364)

Interest received 75,284 8,952

Net cash used in investing activities (150,980) (97,412)

Cash flows from financing activities

Repayment for lease liabilities 214,559 79,816

Net cash generated by/(used in) financing activities 214,559 79,816

Net increase/(decrease) in cash held 3,552,638 1,041,669

Cash at the beginning of the financial year 1,078,530 36,861

Cash at the end of the financial year 9 4,631,168 1,078,530

The above Statement of Changes in Equity should be read in conjunction with the accompanying notes.

25

Notes to the Financial Statementsfor the year ended 31 December 2016

1. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIESThe directors have prepare the financial statements on the basis that the company is a non-reporting entity because there are no users who are dependent on its general purpose financial statements. These financial statements are therefore special purpose financial statements that have been prepared in order to meet the requirements of the Corporations Act 2001. The company is a not-for-profit entity for financial reporting purposes under Australian Accounting Standards.

The financial statements have been prepared in accordance with the mandatory Australian Accounting Standards applicable to entities reporting under the Corporations Act 2001 and the significant accounting policies disclosed below, which the directors have determined are appropriate to meet the needs of members. Such accounting policies are consistent with those of previous periods unless stated otherwise.

The financial statements have also been prepared in accordance with the Australian Charities and Not-for-profits Commission Act 2012, the recognition and measurement requirements specified by all Australian Accounting Standards and Interpretations, and the disclosure requirements of Accounting Standards AASB 101 ‘Presentation of Financial Statements’, AASB 107 ‘Statement of Cash Flows’, AASB 108 ‘Accounting Policies, Changes in Accounting Estimates and Errors’ and AASB 1054 ‘Australian Additional Disclosures’.

The financial statements, except for the cash flow information, have been prepared on an accruals basis and are based on historical costs unless otherwise stated in the notes. Material accounting policies adopted in the preparation of these financial statements are presented below and have been consistently applied unless stated otherwise. The amounts presented in the financial statements have been rounded to the nearest dollar.

Accounting Policies

1a Revenue

Non-reciprocal grant revenue is recognized in profit or loss when the entity obtains control of the grant and it is probable that the economic benefits gained from the grant will flow to the entity and the amount of the grant can be measured reliably.

If conditions are attached to the grant which must be satisfied before the entity is eligible to receive the contribution, the recognition of the grant as revenue will be deferred until those conditions are satisfied.

When grant revenue is receive whereby the entity incurs an obligation to deliver economic value directly back to the contributor, this is considered a reciprocal transaction and the grant revenue is recognized in the statement of financial position as a liability until the service has been delivered to the contributor; otherwise the grant is recognized as income on receipt.

RMLA receives non-reciprocal contributions of assets from the government and other parties for zero or a nominal value. These assets are recognised at fair value on the date of acquisition in the statement of financial position, with a corresponding amount of income recognised in profit or loss.

Donations and bequests are recognised as revenue when received.

Interest revenue is recognised as it accrues using the effective interest method, which for floating rate financial assets is the rate inherent in the instrument. Dividend revenue is recognised when the right to receive a dividend has been established.

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

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

1b Inventories on Hand

Inventories are measured at the lower of cost and current replacement cost.

Inventories acquired at no cost, or for nominal consideration, are valued at the current replacement cost as at the date of acquisition.


1c Property, Plant and Equipment

Plant and equipment

Plant and equipment are measured on the cost basis less depreciation and any impairment losses.

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

In the event the carrying amount of plant and equipment is greater than the recoverable amount, the carrying amount is written down immediately to the estimated recoverable amount. A formal assessment of recoverable amount is made when impairment indicators are present (refer to Note 1 (f) for details of impairment).

Plant and equipment that have been contributed at no cost, or for nominal cost, are recognised at the fair value of the asset at the date it is acquired.

Depreciation

The depreciable amount of all fixed assets including buildings and capitilised lease assets, but excluding freehold land, is depreciated on a straight-line basis over the asset’s useful life to the entity commencing from the time the asset is held ready for use. Leasehold improvements are depreciated over the shorter of either the unexpired period of the lease or the estimated useful lives of the improvements.

Motor vehicles are not depreciated as up until 30 June 2016, they have been subject to Capital Grants.

From 1 January 2017, vehicles will be depreciated, and the depreciation rate used for each class of the deprciable assets are:

Class of Fixed Assets Depreciation Rate

Plant and equipment 5-15%

The assets’ residual values and useful lives are reviewed, and adjusted if appropriate, at the end of each reporting period.

An asset’s carrying amount is written down immediately to its recoverable amount if the asset’s carrying amount is greater than its estimated recoverable amount.

Gains and losses on disposals are determined by comparing proceeds with the carrying amount. These gains or losses are recognised in profit or loss in the period in which they arise. When revalued assets are sold, amounts included in the revaluation surplus relating to that asset are transferred to retained earnings.

1d Leases

Leases of fixed assets, where substantially all the risks and benefits incidental to the ownership of the asset (but not the legal ownership) are transferred to entities in the economic entity, are classified as finance leases.

Finance leases are capitalized by recording an asset and a liability at the lower of the amounts equal to the fair value of the leased property or the present value of the minimum lease payments, including any guaranteed residual values. Lease payments are allocated between the reduction of the lease liability and the lease interest expense for the period.

Leased assets are depreciated on a straight-line basis over the shorter of their estimated useful lives or the lease term.

Lease payments for operating leases, where substantially all the risks and benefits remain with the lessor, are charged as expenses on a straight-line basis over the lease term.

1e Financial Instruments


27

Initial recognition and measurement

Financial assets and financial liabilities are recognised when the entity becomes a party to the contractual provisions to the instrument. For financial assets, this is equivalent to the date that the company commits itself to either purchase or sell the asset (ie trade date accounting is adopted).

Financial instruments are initially measured at fair value plus transaction costs except where the instrument is classified “at fair value through profit or loss”, in which case transaction costs are expensed to profit or loss immediately.

Classification and subsequent measurement

Financial instruments are subsequently measured at fair value, amortised cost using the effective interest method, or cost. Where available, quoted prices in an active market are used to determine fair value. In other circumstances, valuation techniques are adopted.

Amortised cost is calculated as the amount at which the financial asset or financial liability is measured at initial recognition less principal repayments and any reduction for impairment, and adjusted for any cumulative amortization of the difference between that initial amount and the maturity amount calculated using the effective interest method.

The effective interest method is used to allocate interest income or interest expense over the relevant period and is equivalent to the rate that exactly discounts estimated future cash payments or receipts (including fees, transaction costs and other premiums or discounts) through the expected life (or when this cannot be reliably predicted, the contractual term) of the financial instrument to the net carrying amount of the financial asset or financial liability. Revisions to expected future net cash flows will necessitate an adjustment to the carrying amount with a consequential recognition of an income or expense item in profit or loss.

Fair value is the price the company would receive to sell an asset or would have to pay to transfer a liability in an orderly (ie unforced) transaction between independent, knowledgeable and willing market participants at the measurement date. Fair value is determined based on current bid prices for all quoted investments. Valuation techniques are applied to determine the fair value for all unlisted securities, including recent arm’s length transactions, reference to similar instruments and option pricing models.

(i) Financial assets at fair value through profit or loss

Financial assets are classified at “fair value through profit or loss” when they are held for trading for the purpose of short-term profit taking, derivatives not held for hedging purposes, or when they are designated as such to avoid and account mismatch or to enable performance evaluation where a group of financial assets is managed by key management personnel on a fair value basis in accordance with a documented risk management or investment strategy. Such assets are subsequently measured at fair value with changes in carrying amount being included in profit or loss.

(ii) Loans and receivables

Loans and receivables are non-derivative financial assets with fixed or determinable payments that are not quoted in an active market and are subsequently measured at amortised cost. Gains or losses are recognised in profit or loss through the amortisation process and when the financial asset is derecognised.

(iii) Financial liabilities

Non-derivative financial liabilities other than financial guarantees are subsequently measured at amortised cost. Gains or losses are recognised in profit or loss through the amortisation process and when the financial liability is derecognised.

Impairment

At the end of each reporting period, the company assesses whether there is objective evidence that a financial asset has been impaired. A financial asset (or a group of financial assets) is deemed to be impaired if, and only if, there is objective evidence of impairment as a result of one or more events (a “loss event”) having occurred, which has an impact on the estimated future cash flows of the financial asset(s).

In the case of available-for-sale financial assets, a significant or prolonged decline in the market value of the instrument



is considered to constitute a loss event. Impairment losses are recognised in profit or loss immediately. Also, any cumulative decline in fair value previously recognised in other comprehensive income is reclassified into profit or loss at this point.

In the case of financial assets carried at amortised cost, loss events may include: indications that the debtors or a group of debtors are experiencing significant financial difficulty, default or delinquency in interest or principal payments; indications that they will enter bankruptcy or other financial reorganisation; and changes in arrears or economic conditions that correlate with defaults.

For financial assets carried at amortised cost (including loans and receivables), a separate allowance account is used to reduce the carrying amount of financial assets impaired by credit losses. After having taken all possible measures of recovery, if management establishes that the carrying amount cannot be recovered by any means, at that point the written-off amounts are charged to the allowance account or the carrying amount of Impaired financial assets is reduced directly if no impairment amount was previously recognised in the allowance account.

When the terms of financial assets that would otherwise have been past due or impaired have been renegotiated, the company recognizes the impairment for such financial assets by taking into account the original terms as if the terms have not been renegotiated so that the loss events that have occurred are duly considered.

Derecognition

Financial assets are derecognised where the contractual rights to receipt of cash flows expire or the asset is transferred to another party whereby he entity no longer has any significant continuing involvement in the risks and benefits associated with the asset. Financial liabilities are derecognised where the related obligations are discharged, cancelled or have expired. The difference between the carrying amount of the financial liability, which is extinguished or transferred to another party, and the fair value of consideration paid, including the transfer of non-cash assets or liabilities assumed, is recognised in profit or loss.

1f Impairment of Assets

At the end of each reporting period, the entity reviews the carrying amounts of its tangible and intangible assets to determine whether there is any indication that those assets have been impaired. If such an indication exists, the recoverable amount of the asset, being the higher of the asset’s fair value less costs of disposal and value in use, is compared to the asset’s carrying amount. Any excess of the asset’s carrying amount over its recoverable amount is recognised immediately in profit or loss.

Where the future economic benefits of the assets are not primarily dependent upon the asset’s ability to generate net cash inflows and when the entity would, if deprived of the asset, replace its remaining future economic benefits, value in use is determined as the depreciated replacement cost of an asset.

Where it is not possible to estimate the recoverable amount of a class of asset, the entity estimates the recoverable amount of the cash-generating unit to which the asset belongs.

Where an impairment loss on a revalued asset is identified, this is debited against the revaluation surplus in respect of the same class of asset to the extent that the impairment loss does not exceed the amount in the revaluation surplus for that same class of asset.

1g Employee Provisions

Short-term employee benefits

Provision is made for the company’s obligation for short-term employee benefits. Short-term employee benefits are benefits (other than termination benefits) that are expected to be settled wholly before 12 months after the end of the annual reporting period in which the employees render the related service, including wages, salaries and sick leave. Short-term employee benefits are measured at the (undiscounted) amounts expected to be paid when the obligation is settled.

The company’s obligations for short-term employee benefits such as wages, salaries and sick leave are recognised as part of accounts payable and other payables in the statement of financial position.


29

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

1h Cash on Hand

Cash on hand includes cash on hand, deposits held at-call with banks, other short-term highly liquid investments with original maturities of three months or less, and bank overdrafts.

1i Accounts Receivable and Other Debtors

Accounts receivable and other debtors include amounts due from donors and any outstanding grant receipts. Receivables expected to be collected with 12 months of the end of the reporting period are classified as current assets. All other receivables are classified as non-current assets.

1j Goods and Services Tax (GST)

Revenues, expenses and assets are recognised net of the amount of GST, except where the amount of GST incurred is not recoverable from the Australian Taxation Office (ATO).

Receivables and payables are stated inclusive of the amount of GST receivable or payable. The net amount of GST recoverable from, or payable to, the ATO is included with other receivables or payables in the statement of financial position.

Cash flows are presented on a gross basis. The GST components of cash flows arising from investing or financing activities which are recoverable from, or payable to, the ATO are presented as operating cash flows included in receipts from customers or payments to suppliers.

1k Income Tax

No provision for income tax has been raised as the entity is exempt from income tax under Div 50 of the Income tax Assessment Act 1997.

1l Intangibles

Software

Software is recorded at cost and expensed. It has a finite life and is carried at cost less accumulated amortisation and any impairment losses. Software has an estimated useful life of between one and three years. It is assessed annually for impairment.

1m Provisions

Provisions are recognised when the entity has a legal or constructive obligation, as a result of past events, for which it is probable that an outflow of economic benefits will result and that outflow can be reliably measured. Provisions recognised represent the best estimate of the amounts required to settle the obligation at the end of the reporting period.

1n Comparative Figures

Where required by Accounting Standards, comparative figures have been adjusted to conform with changes in presentation for the current financial year.

Where the company retrospectively applies an accounting policy, makes a retrospective restatement or reclassifies items in its financial statements, a third statement of financial position as at the beginning of the preceding period in addition to the minimum comparative financial statements must be presented.



1o Accounts Payable and Other Payables

Accounts Payable and other payables represent the liability outstanding at the end of the reporting period for goods and services received by the company during the reporting period which remain unpaid. The balance is recognised as a current liability with the amount normally paid within 30 days of recognition of the liability.

1p Critical Accounting Estimates and Judgements

The directors evaluate estimates and judgements incorporated into the financial statements based on historical knowledge and best available current information. Estimates assume a reasonable expectation of future events and are based on current trends and economic data, obtained both externally and within the company.

Key estimates

(i) Impairment

The company assesses impairment at the end of each reporting period by evaluating conditions and events specific to the company that may be indicative of impairment triggers.

1q Economic Dependence

RMLA is dependent on various governments, departments, corporate and philanthropic support for the majority of its revenue used to operate the organisation. At the date of this report the Board of Directors has no reason to believe those parties will not continue to support RMLA.

The financial report has been prepared on a going concern basis as the directors have received contracts for continued financial support in the form of government grants and the directors believe that such financial support will continue to be made available.

1r New Accounting Standards for Application in Future Periods

Accounting Standards issued by the AASB that are not yet mandatorily applicable to the company, together with an assessment of the potential impact of such pronouncements on the company when adopted in future periods, are discussed below:

• AASB 9: Financial Instruments and associated Amending Standards (applicable to annual reporting periods beginning on or after 1 January 2018)

The Standard will be applicable retrospectively (subject to the provisions on hedge accounting) and includes revised requirements for the classification and measurement of financial instruments, revised recognition and derecognition requirements for financial instruments, and simplified requirements for hedge accounting.

The key changes that may affect the company on initial application include certain simplifications to the classification of financial assets, simplifications to the accounting of embedded derivatives, upfront accounting for expected credit loss, and the irrevocable election to recognise gains and losses on investments in equity instruments that are not held for trading in other comprehensive income. AASB 9 also introduces a new model for hedge accounting that will allow greater flexibility in the ability to hedge risk, particularly with respect to the hedging of non-financial items. Should the entity elect to change its hedge policies in line with the new hedge accounting requirements of the Standard, the application of such accounting would be largely prospective.

Although the directors anticipate that the adoption of AASB 9 may have an impact on the company’s financial instruments, including hedging activity, it is impracticable at this stage to provide a reasonable estimate of such impact.

• AAAS 16: Leases (applicable to annual reporting periods beginning on or after 1 January 2019).

When effective, this Standard will replace the current accounting requirements applicable to leases in AASB 117: Leases and related Interpretations. AASB 16 introduces a single lessee accounting model that eliminates the requirement for leases to be classified as operating or finance leases.


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The main changes introduced by the new Standard include:

• recognition of a right-to-use asset and liability for all leases (excluding short-term leases with less than 12 months of tenure and leases relating to low-value assets);

• depreciation of right-to-use assets in line with AASB 116: Property, Plant and Equipment in profit or loss and unwinding of the liability in principal and interest components;

• variable lease payments that depend on an index or a rate are included in the initial measurement of the lease liability using the index or rate at the commencement date;

• by applying a practical expedient, a lessee is permitted to elect not to separate non-lease components and instead account for allcomponents as a lease; and

• additional disclosure requirements

The transitional provisions of AASB 16 allow a lessee to either retrospectively apply the Standard to comparatives in line with AASB 108: Accounting Policies, Changes in Accounting Estimates and Errors or recognise the cumulative effect of retrospective application as an adjustment to opening equity on the date of initial application.

Although the directors anticipate that the adoption of AASB 16 will impact the company’s financial statements, it is impracticable at this stage to provide a reasonable estimate of such impact.

2. REVENUE

2a Significant Revenue

For the year ended 31 December 2016

Revenue from (Non-Reciprocal) Government Grants and Other Grants

Funding Received

during Year

Funding Received for

Future Periods

Income for Year

$ $ $

Department of Prime Minister & Cabinet 6,971,000 (4,159,000) 2,812,000

Department of Education (NT) 609,000 - 609,000

Host Schools (NT) 240,000 - 240,000

Host Schools (WA) 762,044 - 762,044

Host Schools (NSW) 80,000 - 80,000

Corporate & Philanthropic Sectors 1,295,199 (15,000) 1,280,199

9,957,243 (4,174,000) 5,783,243



For the year ended 31 December 2015

Revenue from (Non-Reciprocal) Government Grants and Other Grants

Funding Received

during Year

Funding Received for

Future Periods

Income for Year

$ $ $

Department of Prime Minister & Cabinet 3,418,105 (1,215,500) 2,202,605

Department of Education (NT) 749,000 - 749,000

Host Schools (NT) 240,000 - 240,000

Host Schools (WA) 686,923 - 686,923

Host Schools (NSW) 95,000 - 95,000

Corporate & Philanthropic Sectors 942,743 - 942,743

6,131,771 (1,215,500) 4,916,271

2b Other Revenue 2016 2015

$ $

Other revenue: - -

Interest Income 75,284 8,952

75,284 8,952

3. EXPENSES FOR THE YEAR

Expenses 2016 2015

$ $

Employee & personnel expense (3,537,506) (3,147,789)

Depreciation and amortisation expense - -

Finance costs (5,140) (2,207)

Repairs, maintenance and vehicle running expense (147,933) (4,739)

Audit expense (12,600) (12,600)

Program operational expense (1,552,019) (1,462,422)

Administration expense (349,729) (295,518)

(5,604,927) (4,925,295)


33

4. TRADES AND OTHER RECEIVABLES

2016 2015

$ $

Trade receivables 88,792 242,129

Allowance for doubtful debts - -

88,792 242,129

5. PROPERTY, PLANT AND EQUIPMENT

2016 2015

$ $

Carrying amounts of:

Motor vehicles 91,389 70,802

Motor vehicles under finance lease 312,042 106,364

403,431 177,166

6. TRADE AND OTHER PAYABLES

2016 2015

$ $

ATO liability 518,934 231,211

Trade payables 115,306 5,442

634,240 236,653

7. INCOME RECEIVED IN ADVANCE

2016 2015

$ $

Income received in advance 4,174,000 1,215,500

4,174,000 1,215,500

8. RETAINED EARNINGS

2016 2015

$ $

Balance at beginning of year 2,509 2,581

Surplus (deficit) for the year 600 (72)

Balance at end of year 3,109 2,509



9. CASH AND CASH EQUIVALENTS

2016 2015

$ $

Cash at bank 4,631,168 1,078,530

Cash on hand - -

4,631,168 1,078,530

10. FINANCE LEASE LIABILITIES10a Lease liabilities

2016 2015

$ $

Current - 7,852

Non-current 312,042 89,631

Total lease liabilities 312,042 97,483

Lease liabilities are secured by the underlying leased assets.

10b Capital and leasing commitments

2016 2015

$ $

a. Finance Lease Commitments

Payable - minimum lease payments

- not later than 12 months 62,408 7,852

- later than 12 months but not later than five years 249,634 89,631

- later than 5 years - -

312,042 97,483


35


11. RECONCILIATION OF SURPLUS FOR THE YEAR TO NET CASH FLOWS FROM OPERATING ACTIVITIES

2016 2015

$ $

Surplus (deficit) after income tax 600 (72)

Non-cash flows in surplus - -

Investing activitis included in surplus - -

- interest received (75,284) (8,952)

Movements in working capital

- (increase)/decrease in trade and other receivables 155,281 (233,858)

- increase/(decrease) in income in advance 2,958,500 1,215,500

- (increase)/decrease in prepayments 52,376 (54,320)

- increase/(decrease) in trade and other payables 397,587 140,968

Cash flows provided by operating activities 3,489,060 1,059,266

12. SUBSEQUENT EVENTSSince the end of the financial year, the Company has received confirmation of additional funding from the Department of Prime Minister and Cabinet to allow the Company to expand its operations on a larger scale. The Company will receive approximately additional $4,000,000 in funding for the period 1 July 2012 to 31 December 2019. Full details of the announcement have been released.

The financial impact of the funding arrangement is yet to be determined, however the Directors are of the view that this provides further capacity for future financial years.

13. ENTITY DETAILSThe Role Models and Leaders Australia Ltd (RMLA) is a public company limited by guarantee incorporated in Australia. RMLA is a not for profit organisation, endorsed as a Deductible Gift Recipient and registered as a Public Benevolent Institution.

RMLA’s registered office and principal place of business is:

412 Newcastle Street,West Perth Western Australia 6005

14. MEMBERS GUARANTEEThe company is incorporated under the Corporations Act 2001 and is a company limited by guarantee.


Directors’ Declaration

As detailed in note 1 to the financial statements, RMLA is not a reporting entity because in the opinion of the Directors there are unlikely to exist users of the financial report who are unable to command the preparation of reports tailored so as to satisfy specifically all of their information needs, accordingly, this ‘special purpose financial report’ has been prepared to satisfy the Directors’ reporting requirement under the Australian Charities and Not-for-profits Commission Act 2012.

The Directors declare that:

a) The attached financial statements and notes thereto comply with applicable accounting standards as described in Note 1 of the financial statement

b) In the Directors’ opinion, there are reasonable grounds to believe that RMLA will be able to pay its debts as when they become due and payable; and

c) In the Directors’ opinion, the attached financial statements and notes thereto are in accordance with the Australian Charities and Not-for-profits Commission Act 2012. Including compliance with accounting standards and giving a true fair view of the financial position and performance of RMLA.

Signed in accordance with a resolution of the Directors.

On behalf of the Directors

Simon ChessonChairman and Chief Financial Officer

Perth, 26 June 2017

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Role Models & Leaders Australia

412-414 Newcastle StreetWest Perth WA 6005

[email protected]

ABN 41 236 400 793

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