living with cancer & fun therapy & education.

Transcription

1 Our Dominant Thought living with cancer & fun therapy & education.

2 About Camp Quality Who We Are Camp Quality is an Australian not-for-profit organisation established in As part of the children s cancer sector, our focus is to improve the quality of life for children living with cancer and their families through unrelenting optimism, education and the healing power of laughter. Our performance and education, hospital, family assistance and recreation programs help create supportive communities for children and their families living with cancer. Our Dominant Thought Camp Quality believes in building resilience in the lives of every child living with cancer and their family in Australia. We create an optimistic community for our families through fun therapy and education. We believe laughter is the best medicine. Our Guiding Principal To ensure that every child with cancer and their family in Australia has equal access to Camp Quality programs throughout their cancer journey. No child should be disadvantaged because of where they live. Our Commitment To improve the lives of the children living with cancer and their families Program development that responds to the needs of children living with cancer and their family within the Australian community Strong corporate governance and best practice principals to contribute to the charitable performance of the company Highest standards of safety and ethical behaviour to protect children Developing the skills and competencies of our staff and volunteers to improve our effectiveness Our Values We promote behaviours consistent with our values at all times and in all circumstances. Our values are summed up in our credo on the next page.

3 Flip around Make your mark on Our Credo improving We believe in fun therapy. We believe in the power of positive thinking.

4 CEO s Message Every day I m reminded by our name, Camp Quality, that we should be judged not by the quantity of our work but by the quality of it. At Camp Quality we re known for our optimistic culture and resilient behaviour. Our vibrant philosophy is centred around fun, laughter and support. Our quality is measured by: An attitude of excellence in the programs and services we deliver to thousands of children, parents and families throughout Australia Being accountable and understanding that we are custodians of other peoples money Maintaining low administration costs A distinction of providing safe environments for our children, families, volunteers and staff, ensures we care for their health and wellbeing Being one of Australia s most trusted charities And an organisational character that has seen us grow financially in challenging times and continue to secure the long term future of the organisation We could not do this without the hard work and commitment of our Board, staff and volunteers who embrace our philosophies whole heartedly, and continue to amaze me with their dedication, creativity and vision. I am fortunate to be part of such a wonderful team. At Camp Quality we understand that cancer creates problems not only for the child but for the whole family and society as well. We re determined to attend to these setbacks in the most professional and optimistic manner. We look forward to the next 12 months with a great sense of excitement and are proud of the recognised vibrancy, trust and quality that the organisation has achieved. Simon Rountree CEO

5 ChAIRmAn's Message Looking back on another successful year I marvel at our milestones and goals that have been achieved in a difficult financial climate. The impact of the GFC still lingered and uncertainty from corporate, government and community sectors made life challenging for most not-for-profits. By working together and staying focused on our targets we exceeded our expectations, making a difference to thousands of children and their families throughout Australia. Our strong financial management, funding strategies and contingency planning has allowed us to produce a surplus in a year where we had budgeted for a deficit. This is an outstanding achievement considering some of the not-for-profits in our sector cut programs and/or staff. There is much for us to be proud of and with this in mind I d like to share with you how we scored against our financial year s targets. Turn to the next page to view the outstanding results. John Foote Chairman

6 Continued Highlights 340 new families registered with Camp Quality PwC awarded Camp Quality in the top 12 charities in the PwC Transparency Awards Our revenue target was $7.9m and we achieved $9.8m (excludes pro bono donations and investments) Our pro bono target was $1.8 m and we achieved $2.5m Our recreation program target was 152 camps and 98 family fun days, we conducted 137 camps but made it up with 175 family fun days. The reduction of camps was in line with the decision not to continue Offspring Camps until the outcomes of the Family Research Project have been analysed Our Primary School Program, the McDonald s Camp Quality Puppets was targeted to reach 250,000 primary school children, and we reached 255,706. McDonald s, our 22 year sponsor, saw the value and signed a new three year contract Our High School Program s, The Teenage Alchemist, goal was to conduct a pilot and launch in Sydney and to perform 100 shows. We achieved these goals, performing 110 shows As part of our Hospital Program, Giggle was projected to expand to ACT, Vic and South QLD. These goals were achieved and Giggle met 7,500 children Conducted comprehensive research into the needs of offspring families Successfully managed the communication process of proposed merger with CanTeen to internal and external stakeholders Our escarpade event raised more than $1 million Detailed a three part contingency plan, developed for operation during GFC; Plan A activated Continued investment in CQ team through recruitment and retention, learning and development and change management Undertook an internal organisation audit and implemented key recommendations Developed Operational & Financial Frameworks for implementation July million pages of our website viewed Thanks to great media support Camp Quality featured in over one thousand press articles

7 Continued... Following the mutual decision not to merge with Canteen, in late 2009, the CEO and Leadership Team moved quickly to communicate the outcome to our stakeholders, and realign the organisation s focus to support Camp Quality s long term program delivery. Significant goals for focus on equality and research a. To ensure every child with cancer and their family in Australia has equal access to our programs throughout their cancer journey b. To complete a comprehensive analysis of family needs in relation to our programs c. To create a body of evidence on the benefits of our programs Our challenges for the year ahead are to a. Remain alert to volatile changes in the economy b. Build on our one team thinking c. Continue developing a culture of safety excellence d. Gain sponsorship for The Teenage Alchemist High School Program which, following the successful Sydney launch will expand to Melbourne in early 2011 Our long term plan focuses on Strengthen program delivery based on our Family Research Project analysis Reinforcing our safety and risk management policies and procedures Securing and expanding long term revenue streams Building our brand and profile Continuous review of our performance to meet current and future expectations from all stakeholder groups. I d like to acknowledge the commitment and dedication of our staff, volunteers, fundraisers, donors and fellow Board members. Without their support we would simply not exist. In closing, I would like to thank our children and their families for their passion and belief in what we do. You are inspirational to us all. John Foote Chairman

8 The Year in Review - Financial Performance We re proud to report a net surplus of $845k against a planned deficit of $2 m. This represents a turnaround of over $2. 8m achieved in a climate of uncertainty brought about by the global financial crisis. Our plan was to operate on a reduced income budget and to draw on our reserves to ensure that our programs continue to meet the needs of our families and to invest in a new high school program. We also implemented a tight expenditure budget and a contingency plan to ensure that we remain in a sound financial position. The favourable financial result is due to an 8% growth in revenue and a 3% reduction in expenses. The following two pages provide an overview on how we are funded and how we spent the money. A key achievement was the development and rollout of our high school performance program in Sydney. We exceeded our target of 100 shows by 10%. We implemented the first phase of our contingency plan which has also helped us meet or exceed our targets. The plan included making sure that staff took their annual leave, conducting inhouse training through webinars, cutting down on interstate travel and enforcing greater accountability for revenue and expenditure. Our administration ratio as a percentage of total revenue is 9%, an improvement on 2009 and target ratios of 12%. This ratio includes an allocation of administration, staff and general operating costs. We continue to work closely with our investment adviser to ensure the exposure of our investment portfolio to market volatility is closely managed and minimised. The climate continues to be volatile and we have adopted a more conservative approach while taking advantage of relatively high domestic cash rates.

9 The Year in Review - How we are Funded Our net income has grown by 8% to $12. 5m. Income from events, bequests and in-kind donations exceeded our targets, testament to an enduring engagement with our donors and community fundraising groups. We ve also implemented a disciplined approach in accounting for pro bono goods and services from our corporate supporters. This has resulted in a 30% growth of in-kind donations to $2. 7m. These income streams have made up for the shortfalls in investment income and general donations. Investment income is comparatively low as we had $4. 5m in funds which did not distribute income during the financial year $ 000 % $ 000 % $ 000 % $ 000 % $ 000 % Corporate 4,865 39% 4,888 42% 3,034 26% 2,179 22% 1,775 22% Events & Community 4,647 37% 3,801 33% 4,177 36% 2,752 27% 2,605 32% General Donation 682 5% 817 7% 824 7% 1,062 10% 1,021 12% Bequests 1,494 12% 637 6% 929 8% 1,425 14% 1,017 12% Grants 280 2% 156 1% 308 3% % 536 6% Other ,214 11% 184 2% 193 2% Investment 558 5% 1,298 11% 1,072 9% 1,496 15% 1,105 14% Net Revenue 12,529 11,599 11,558 10,089 8,252

10 The Year in Review - How we Spent the Money Our expenses have come in 5% below budget and 3% below 2009 results. This is due to the tight management of our expenditure budget. It must be noted that our program expenditure has fallen short of both our target and 2009 results by 18% and 21% respectively. About six months into the financial year, we decided to put our fledgling recreational program for adults with cancer and their children (our offspring program) on hold pending the findings of a comprehensive research project due February We have also become more rigorous in our recruitment of key roles to ensure we attracted the right people. This meant that we took longer in filling key positions and this affected service delivery, volunteer recruitment and training. As a result, some programs had to be deferred to the following financial year. In addition, 2009 other program cost was high as it included $275k worth of investment in our new website, an important resource for our families. Our HR costs have increased steadily over the years as we recognise the need to invest in our most important asset, our people. We have implemented learning and development programs, benchmarked remuneration packages and performance-related incentive schemes to develop a professional team capable of delivering on our mission and vision. 50% of HR costs are program staff. Marketing expenses increased by 18% due to $1.4m pro bono income from corporate partners with a corresponding increase in pro bono income $ 000 % $ 000 % $ 000 % $ 000 % $ 000 % HR costs 4,802 42% 4,600 39% 4,160 43% 3,486 39% 2,938 42% Recreational program 1,945 17% 2,379 20% 2,076 21% 2,165 25% 1,690 25% Other program 673 6% 929 8% 1,216 12% 1,100 12% 569 8% Marketing 1,587 14% 1,344 11% 280 3% 94 1% 26 0% Insurance, property, IT 1,258 11% 1,132 10% 1,068 11% 764 9% 625 9% Other expenses 1,156 10% 1,384 12% 1,005 10% 1,236 14% 1,092 16% Total Expenses 11,421 11,768 9,805 8,845 6,940

11 $ 000 $ 000 $ 000 $ 000 $ 000 Income Statement Gross Revenue from operations 13,651 11,711 11,876 10,547 7,930 Fundraising expenses 1,680 1,410 1,390 1, Net Revenue from operations 11,971 10,301 10,486 8,593 7,147 Investment income 558 1,298 1,072 1,496 1,105 The Year in Review - Financial Analysis Net Revenue 12,529 11,599 11,558 10,089 8,252 Program expenses 2,618 3,308 3,292 3,265 2,259 Other operating expenses 8,803 8,460 6,513 5,580 4,681 Total Expenses 11,421 11,768 9,805 8,845 6,940 Surplus/(loss) before 1,108 (169) 1,753 1,244 1,312 investment gain/(loss) Investment gain/(loss) (263) (1,129) (2,546) Surplus/(loss) for the year 845 (1,298) (793) 1,883 1,957 Financial Position Current Assets 5,096 7,818 6,314 4,697 5,153 Non-current Assets 15,351 11,997 15,709 18,488 15,693 Total Assets 20,447 19,815 22,023 23,185 20,846 Current Liabilities 1,467 1,867 1,829 2,196 1,734 Non-current Liabilities Total Liabilities 1,547 1,909 1,877 2,245 1,790 Net Assets 18,900 17,906 20,146 20,940 19,056 Equity 18,900 17,906 20,146 20,940 19,056

12 Reporting Against our Three Year Strategic Plan Initiative Progress Outcomes - Now & Future Develop and implement 3 year Business Strategy In progress Progress recorded in this table organisation will focus on Equality Project Goals New 3 year Business Plan will commence July 2011 Business Continuity Plan In use across the organisation Contingency Plan In use across the organisation Gained ACCYO Child Protection Accreditation Develop & Implement National Program Strategy In progress Launched New High School Education & Performance Program Successful launch and pilot in Sydney Launched Giggle in ACT, Vic & Qld roll out program in Vic Review Pilot Offspring Program Conducted, results will be used in conjunction with the Family Research. Project to inform level of support / program direction from 2011 and beyond Create Best Practice in Child Safety Plan Launched new Safeguarding Children Manual and 2010 Child Protection Policy incorporated into staff and volunteer training Conduct Family Needs Research Project In progress Scope a Positive Psychology Research & Development Project In progress Develop Volunteer Learning & Development Strategy In progress launched New Training package

13 Initiative Progress Outcomes - Now & Future Implement Performance Management Strategy In use across the organisation Implement Location IT Support & Upgrade Strategy installed Citrix Branch Repeaters across the organisation upgraded network bandwidth Create and implement Staff Engagement & Retention Strategy Ongoing Launched new Internal Communication Guidelines and Protocols New Consultation Framework Revise Remuneration Strategy Position titles benchmarked against not for profit industry Develop and conduct Internal Culture Survey Yet to commence Planned for Conduct Location Audit Survey summary Data has informed our Equality Project Goals Develop and implement Ambassador Program In progress Develop and implement new Brand Management procedures In progress Launched new Style Guide and Tool Kit Create Internal Communications tools & protocols Launched recent update to reflect new use of webinars Develop and implement Pro-bono Recording Procedures New procedures have increased support Investigate partnerships with other not-for-profits Ongoing investigated and worked through a proposed merger with CanTeen. Result was to remain as two separate organisations with a good working relationship Continue to work with members of the Australian Children s Charities Group Develop Partnership Contract Tools & Protocols Launched contract templates and protocols Employee Learning & Development Strategy In progress Position appointed Database Development Strategy Yet to commence Business Analyst & Donor Relationships Manager to be appointed Safety Management System Review Initial review complete. Will adopt key recommendation to appoint a Safety Contractor

14 Initiative Progress Outcomes - Now & Future Policy Review & Development Register In progress All revised and new policies are reviewed by the Leadership Team Register on the intranet under functional areas Create Board Training & Development Strategy In progress 360 Board review conducted by YSC Online commencing July 2010 Launched new website Annual number of visits to site were 137,825. Next phase is to integrate with our existing database Raisers Edge and Financial Edge using NetCommunity Launched new intranet site In operation for two years. Site will be modified to meet new team objectives Develop National Public Relations Communication Strategy In progress Launched policies, tools and resources Create National Advertising Strategy Yet to commence National strategy put on hold due to proposed merger with CanTeen. New three year strategy will be in line with the new Business Strategy July 2011 Create Brand Development Strategy In progress Launched new tools and resources Create Grant, Trusts & Foundations Strategy Yet to commence Scheduled for Develop Cause Related Marketing Strategy In progress most significant CRM campaign Training Database (RE) & Financial System (FE) Training Ongoing 25 staff have undergone training this year Tax Legislation Workshops staff attended training Website CMS Training Ongoing We ensure that at least one representative from each local office and each functional team have undergone training Positive Psychology/Emotional Intelligence Workshops Ongoing 6 staff have undergone training facilitated by Langley Group Leadership Mentoring / Training Ongoing 70% of staff from the Senior Management team have or are undergoing executive coaching

15 Strategic Direction Camp Quality is on a path to ensuring that every child with cancer and their family in Australia has equal access to Camp Quality programs throughout their cancer journey. Our focus is a unified (one team) commitment to delivering quality and equitable programs to all children and families and understanding family needs. As part of this vision we have embarked on a new Family Research Project to develop a more comprehensive understanding of the psychosocial needs of our key stakeholders and how Camp Quality programs and philosophy positively impact our families. Importantly, families who have a child diagnosed with cancer who do not currently access our programs are also part of the project. This research and analysis project will enable us to more effectively deliver and shape our future strategic objectives Strategic Organisation Focus 1. Building on our team culture to strengthen our team 2. Researching family needs 3. Reaching more families 4. Building on our recreation program 5. Expanding our Performance and Education Program

16 One Resilient Team Strategic Direction Action 1 Modify our Business Model to support our project guiding principal by developing a New Financial Model and new Operating Frameworks to support a more central approach to resourcing teams across the country, including but not limited to: A central finance model Central financial support guidelines Recreational program guidelines Performance & education criteria Framework for marketing resources Corporate partnership model Measures of Success 1. Create, communicate and implement all of the above creating a central approach to operations with local delivery by July Greater clarity and simplification around functional processes 3. Launch of one team reports by August A sense of greater unity from every team member contributing to the impact CQ has on children Australia wide Action 2 Support the above changes with a Change Management strategy to ensure clear direction and regular two way communication with clear guidelines for feedback Measures of Success 1. Regular one team webinars take place 2. All staff conference in July Results from the 2010 all staff conference survey indicate staff are clear and supportive of the one team initiative 4. If the results from the 2011 staff survey indicate that the changes have had a positive effect on their ability to perform their roles Action 3 Develop and implement a new Learning and Development Strategy to build and support a high performing and appropriately skilled workforce of staff and volunteers Action 4 Develop and implement a Safety Management Project to strengthen the safety culture of CQ

17 Strategic Direction Research 2 Action 1 Undertake a Family Research Project that: A. Builds a profound understanding of the psychosocial needs of children with cancer and their families to apply to our programs B. Creates a body of evidence of the benefits and value of the CQ philosophy in order to be recognised as an expert in this field Measures of Success 1. Appoint an evaluator April Appoint an internal project manager April Communication to all staff June Local/metro/regional focus groups July Dec Evaluation and recommendation March - May 2011 Action 2 1. Analyse Family Research Project results to build and grow our programs and service delivery to our children and families. Strategy will be created in 2011 Learn more about our Family Research Project

18 Using Recreation 2011 & Beyond Strategic Direction R3 eaching more Families 2011 & Beyond 4 5 Leading in Education 2011 & Beyond To create a presence with multiple touch points that allows us to build relationships with families soon after their child is diagnosed with cancer so that they value the CQ approach as part of their treatment plan We will use the Family Research Project results to build on our current program providing fun and safe recreation programs that equip children and their families with tools and experiences to be resilient, optimistic and knowledgeable about the resources available to them We will use the Family Research Project results to build on our current program that delivers an interactive education program that uses humor to build awareness and support in the community of the child affected by cancer

19 The Need in Australia Based on the LATesT AvAILABLe statistics Approximately 900 children between 0-19 years are diagnosed with cancer each year, approximately one child every nine hours (Australian Institute of Health and Welfare, 2006) 5,000 families are currently living with a child with cancer, affecting more than 200,000 family members* (Australian Institute of Health and Welfare, 2006) The great news is that eight out of 10 children diagnosed with cancer survive. The challenge is that the majority of them will have one or more chronic health problems as a direct result of their treatment (Cancer Council) Many children also suffer social and development challenges due to having these experiences so young (Cancer Council) The reality is, one in every five children diagnosed with cancer still loses their life (Cancer Council) Based on average Australian statistics 1/3 of Australian families who have a child with cancer will end in divorce, an even more challenging situation when you consider the medical, financial and travel burden of health treatment placed on a single parent (Australia Bureau of Statistics) One in 288 children between 0-19 is expected to contract cancer (Australian Institute of Health and Welfare- 2006) The most common cancers in children are leukaemia (38%), followed by cancers of the central nervous system (15%), lymphoma (9%) and neuroblastoma (6%) (The Cancer Institute, 2005) *based on an average family of four