Integrated Report

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Integrated Report JANUARY – DECEMBER 2019 ADOPTING AN INSIDE THIS REPORT INTEGRATED The purpose of this report is to provide an overview of how Camp Quality has performed as an organisation across our APPROACH AT Financial Year, January to December, 2019. CAMP The report aims to give greater insight and detail into our financial and program performance and how we continue to QUALITY drive sustainable value for the community we support. Camp Quality continues to be 1. OVERVIEW AND HIGHLIGHTS one of the very few charities who have adopted the Integrated This section provides topline insight into the work we do as Reporting approach. As an an organisation, highlighting the key measurements across organisation we are committed to services and programs delivered in 2019. This segment also contains messages from our Chairman and new CEO. providing a deeper insight for our stakeholders into our business. This report enables us to do so 2. OUR VALUE PROPOSITION by providing insight into both This segment outlines how we drive value in the work that we our financial performance for the do; explaining why Camp Quality exists, the needs we meet 2019 calendar year and also how and areas of strategic focus in 2019. this performance is related to the other valued capitals, such as 3. HOW WE CHANGE THE CANCER STORY Social & Relationship, Intellectual We give a roadmap of how Camp Quality as an organisation and Human Capital, that drive our supports kids and families impacted by a cancer diagnosis at business as an integrated whole. any stage of the cancer experience, through the eyes of the Roberts family. Further information relating to our full Financial Statements can 4. PERFORMANCE & OUTLOOK be found by clicking here or visit An in-depth review of the key objectives set for the campquality.org.au/about-us/ organisation in 2019 and how we performed against them, reporting both in our outputs and our outcomes. Through these insights, we highlight matters for consideration moving forward.

5. GOVERNANCE & RISK MANAGEMENT We provide an overview of our national Board of Directors, insight into their role as a board, our approach to managing risk and our overall governance framework.

6. FINANCIAL REPORTING A summary of Camp Quality’s financial performance and our year-end position. Our full financial statements for 2019, including our Director’s statement and Auditor’s report.

7. OUR SOCIAL ENTERPRISE An overview of The Oranges Toolkit, our social enterprise that delivers evidence-based learning programs that build resilience and change-ready workplaces.

8. EXPRESSION OF GRATITUDE Everything we achieved as an organisation was only made possible by the generous and heartfelt supporters who you’ll find in this report.

We welcome your feedback on our 2019 Integrated Report and thank you in advance for your interest and considered support of Camp Quality.

2 3 Our Reporting Approach

Our 2019 Integrated Report aims to demonstrate how we applied the principals of integrated thinking across all our activities as an organisation in 2019. It highlights how we deliver sustainable value for those we are here to support.

The primary purpose of this report is to demonstrate to all our stakeholders what resources we have used, how we have interacted with the external environment and what capital we have mobilised to create value within the community.

Identified Value Enablers We have maintained and held true to the four key Value Enablers that we identified as being critical to our business since the adoption of the Integrated Reporting approach in 2017.

Camp Quality’s Value Enablers:

Social & Relationship Intellectual Capital Capital

Social & Relationship Capital measures the The value of our paid employees and value of the relationships we have built both volunteers’ knowledge and any proprietary within our organisation as well as between information that provides Camp Quality with our organisation and external stakeholders: an advantage when delivering services or with our families, donors, suppliers and securing financial or partners, as well as the wider community. in-kind support.

Human Capital Financial Capital

The skills, education, capacity and attributes The income and financial resources we of the Camp Quality team; both paid access to provide, and further develop, our employees and volunteers, who are critical programs and services. in driving our business and delivering our services and programs.

2 3 1. OVERVIEW AND HIGHLIGHTS What We Do

Camp Quality gives kids and supportive environment to substantial state, territory or facing cancer the chance increase children’s confidence. federal government funding. to be kids again. By creating positive memories, Camp Quality helps change the Instead, we rely almost entirely Our services and programs are cancer story for kids and their on the generosity of everyday made specifically to help children families: in hospital, at home, at Australians, major donors, 0-13 who are dealing with their school and away from it all. foundations, bequests and own diagnosis, or the diagnosis corporate partners to help us of someone they love, such as In 2019 Camp Quality raised provide services and programs a brother, sister, mum or dad. funds to ensure over 7,500 kids free of charge. We are there for them through who were registered for our the daily ups and downs of services and programs had the Camp Quality is proud to be cancer, providing opportunities chance to just be kids again. Australia’s most reputable to laugh and make friends. Most Whilst we receive generous children’s cancer charity for importantly, we reduce social funding from Queensland Health, children 0-13 years old.* isolation and provide a safe we do not receive any further *AMR, Annual RepTrak Report 2019, Reputation Institute.

In hospital At school Camp Quality Family Program The Primary School Education Coordinators visit children Program visits primary schools and diagnosed with cancer in pre-schools across Australia with hospitals around the country. an interactive puppet show that They are a friendly face who dispels cancer myths and creates At home play an active role in introducing an inclusive community for children Heading home after hospital families to Camp Quality’s who have been diagnosed with treatment for families facing services and programs, as well cancer or have a diagnosed parent cancer often means adjusting as speaking to them about or sibling. Kids who see the show to a ‘new normal’. Camp Quality other support providers. Family are left in no doubt that: “You can’t provides accessible education and Program Coordinators are often catch cancer!” support for parents and children accompanied by the Camp through two apps – the Kids’ Quality Puppets, or Recreation Schools are also provided with Guide to Cancer and the New Program Volunteers, who bring a range of age-appropriate, Normal Navigator – which are laughter and distraction to downloadable resources for available in Google Play and the kids at their bedside. This also teachers and parents to keep the Apple App store for anyone to provides parents and carers the discussion going well after the download for free. chance to talk and find out how puppets have left the stage. Camp Quality can help.

Camp Quality is also a significant funder of Child Life Therapists in New South Wales and Victoria. These professionals empower kids facing procedures by teaching them coping Away from it all Through our programs, we focus techniques and, when necessary, Camp Quality provides Kids Camps, on creating moments where kids provide diversionary activities Family Camps and Retreats across can simply be kids again. These during treatment. the country. We also run Family Fun opportunities are made available Days and Family Experiences. right throughout the cancer experience: during treatment, in Having a break from the anxiety and remission and in the heartbreaking stress of cancer positively changes the case of bereavement. experience for our kids and families.

44 5 Key Highlights for 2019

In Australia Approximately In Australia Over 40,000 ids aed a parent’s 7,500 or primary caregiver’s Almost ids aing aner ere cancer diagnosis. registered for our services and programs.

o these ids registered for It’s estimated that our services and programs. 750 ids aged beteen 0-14 ere newly diagnosed with cancer. 59% of Australian children newly diagnosed with cancer ere supported b our servies and programs

Almost 2,000 110,000 amilies ere given students athed our Family Experiences. Primary School Education Program puppet show.

Away from it all Over 130 Exactly families aing aner enoed our Retreats. 170 bereaved families ere provided ith supportive services and programs.

4 5 From our Chairman

Our Camps, Retreats, Family Fun In 2019 we were also delighted Days, Family Experiences, in- to see the year’s result for staff hospital services and our Camp turnover showing a significant Quality Puppets all continued to reduction, aligning our organisation thrive and make a real difference to with the current NFP sector average. our kids and their families in 2019. We are currently reworking the On the revenue side, we had a Primary School Education Program disappointing year, hampered by (presented by the Camp Quality a continuing competitive and tight Puppets), with a team of experts fundraising environment in which and financial support from Gandel most of our events and community Welcome to our fourth Annual Philanthropy and Queensland campaigns saw a decline in Integrated Report, which Health. This will make the program participation and revenue provides a review of Camp more engaging and relevant to generation. We also experienced Quality’s accomplishments today’s primary school children a $3m decline in bequests from and challenges during the and include messaging for kids the prior year. On the positive side, 2019 calendar year. diagnosed with cancer, their siblings we have seen strong corporate and those impacted by a parent or support emerging for us and we 2019 has been a positive year carer’s diagnosis. re-engaged with our long-term regarding operational performance, partner NAB and also launched our but we have continued to face Camp Quality held over 320 events first 24-hour giving campaign with challenges in relation to our for families in 2019, including 65 much success. financial performance. This is camps and 46 Family Fun Days partly due to a highly competitive throughout Australia and visited One of our key challenges remains fundraising landscape, with many more than 400 primary schools being able to fund the delivery of charities negatively impacted by with our Primary School Education services and programs to meet the the drought and bushfire appeals Program. This provided support to ever-growing needs of our kids throughout the year. over 3,000 families and more than and their families. Three out of five 7,000 children. Our volunteer base Australian children newly diagnosed It was great to see that our services continues to develop, with 1,200 with cancer are registered with us, and programs continued to thrive, volunteers actively participating in and while we are extremely proud with growth in families registering our services and programs in 2019. of this number, we are determined with Camp Quality, mainly due to to increase our reach. increased demand from families We are always striving for greater with children aged 0-13 years who operational efficiency through As always, our greatest thanks go were impacted by a parent’s cancer improved business processes to our volunteers, our donors, our diagnosis. With this in mind, we and in 2019 began our migration corporate partners, our staff and developed the Kids Impacted by to a cloud-based file-sharing of course, most importantly, the a Carer’s Cancer (KICC) Camps, structure and to Salesforce for data families we support. I would also which were successfully trialled this management. This will improve our like to thank our Board members year in Western Australia. efficiencies and simplify how we who not only volunteer their time work nationally and organisationally. and connections but carry the Our number of KICC families has We have also implemented a passion for Camp Quality with them grown over the past four years and new organisational structure that wherever they go. represents a significant opportunity enables our Services and Programs to expand our services. However, Team to report on national lines Following the retirement last year the increased numbers mean and our Revenue Team to drive a of three directors, Robyn Watts increased delivery demands and national strategy whilst nurturing (Non-Executive), Kylea Tink (CEO new funding requirements. To meet strong local relationships. This and Director) and William Ulyate these needs we are innovating means we can deliver what our JP (Non-Executive Director), we and streamlining our approach community needs on a more welcomed Amanda Rischbieth and to provide a variety of KICC and efficient and consistent basis, taking Mary Foley to our Board. Amanda Family Camps, and to fund these into account localised requirements. and Mary have already provided an extra services and programs. invaluable contribution to Camp Quality through their expertise and networks and we are all excited to have them on our Board. Thanks

6 7 From our Chairman

to Robyn who was a member of the Board for more than eight years and a fabulous contributor, and to William who was with us for three years and was Chair of the Queensland Fundraising Committee. Thanks also goes to outgoing CEO Kylea Tink for her dedication and contribution to the evolution and growth of Camp Quality over the past three years. We wish them all well in their future endeavours.

Finally, the start of 2020 was shaping up to be an excellent year of consolidation and growth for us with generous corporate partners and fundraising initiatives all showing positive signs. We were also able to secure Deborah Thomas as our new CEO. Deborah has a wealth of experience as a CEO and Non-Executive Director and we are very fortunate to have her join us. Unfortunately, the unforeseen crisis of the COVID-19 pandemic has changed the current situation and we have adjusted our course to sustain the company through a challenging period of reduced revenues and a temporarily cancelled schedule of face-to- face services. However, we have been around for 36 years and have weathered many crises. We will come through this situation as well – and be stronger and more resilient for it.

As we evolve and adapt to a new set of challenges and opportunities, we will continue to focus on giving kids facing cancer the chance to be kids again and reminding our stakeholders that laughter really is the best medicine.

Kim Jacobs AM Chairman, Camp Quality

6 7 CEO Round Up

for these kids to also just be kids, as face services, programs and events. they faced the frightening reality of As I write, we are seeing restrictions a parent or primary caregiver’s cancer. cautiously being lifted by the government and remain optimistic It was a conversation with a Camp that we will return to some Quality mum that inspired our semblance of normality in September. organisation to create another app Until then we tread carefully, making to sit alongside our Kids’ Guide to sure we continue to engage with our Cancer. The realisation that families families, volunteers and supporters often struggle when leaving hospital as we pivot to online initiatives inspired the New Normal Navigator built for the long-term; including app. This free app provides families the Happiness Hub, our new home Whilst 2019 was a year of with information on services, for the Camp Quality Puppets and celebration and innovation for emotional support from other Virtual Camps. Camp Quality, it was also a families and wellbeing resources to challenging year, particularly help them negotiate the difficulties Helping us through this period in regard to revenue. and reconnect, during what can be of uncertainty is the team at The an overwhelming ‘new normal’. Oranges Toolkit (TOTK). Oranges Turning 35 years was a huge offers evidence-based, measurable milestone for Camp Quality, made The successes of the year did not and practical learning programs incredibly meaningful by founder go unnoticed in Australia, with and tools that build resilience and Vera Entwistle returning to the Camp Quality rising four places, optimism. As Camp Quality’s social organisation as an ambassador from twelfth to eighth, out of all the enterprise, 100% of the profits go and sharing her inspiring stories charities in Australia in the Australian towards supporting kids facing with our families, volunteers, Charitable Reputation index in 2019. cancer in Australia. We look forward supporters and staff. To meet the This places Camp Quality as the to working more closely with TOTK woman whose vision started Camp most trusted charity for children in 2020 to support the wellbeing of Quality’s valuable work was indeed aged 0-13 in Australia. our staff, families and volunteers and a highlight for staff and supporters, augment our income. and her photos of the early days Last year was also a year of renewal and online interview inspired many for the Camp Quality executive team, This period of isolation has not who had been part of Camp Quality with Kylea Tink resigning as CEO and been easy for charities as we fight over the decades, to reconnect. leaving in December, and seasoned to sustain our businesses, while NFP financial executive Rachael at the same time looking for new A memento of this legacy was Clifford joining the Leadership Team opportunities to grow our digital created with a ‘35 Years Young’ as Head of Finance and Operations, services and programs along with digital mosaic, where Camp whilst Simon Jarvis took over as our face-to-face camps and Family Quality families and volunteers the new Head of Services and Fun Days. To achieve this dual shared images and stories. Long- Programs. On behalf of the Camp approach to our services, we need to time volunteers and original staff Quality family, we thank Kylea for her look for new and more sustainable members, even the first Camp dedication, vision and service to the revenue streams and partnerships. Quality Puppets, came back to organisation. Over her three years, Special thanks go to our corporate celebrate and ‘35 Years Young’ Kylea managed the many challenges partners, including Caesarstone, events were held across the country. and opportunities facing Camp Fujitsu, NAB, Lego, Higgins, Sarraf Quality both intelligently and Strata, the Audi Foundation and the Last year was also a period of compassionately. Arnott’s Foundation. program delivery growth, as a long- held dream for Camp Quality came It is my pleasure and a privilege to The 2019 and 2020 Arnott’s true. It’s estimated that 40,000 take on the role as the new CEO, Foundation Gala Balls were kids aged up to 13 are impacted by having started at Camp Quality extremely successful and a lot of a carer’s cancer in Australia every on January 28, 2020. And what a fun for employees and supporters year and to that end we expanded year it has been so far. of the Arnott’s Foundation and our services to include this cohort. Camp Quality. A Camp Quality mum, Two pilot Kids Impacted by a Carer’s Whilst we got off to a great start in Charlene Ebbs, spoke eloquently Cancer (KICC) Camps were held in the first quarter with revenue up, about her family’s experience on WA in 2019 with great success. Even mainly due to new and renewed camps and her moving story brought seasoned Camp Quality Volunteers corporate partnerships, the global the room to tears, with a standing were deeply moved on these COVID-19 pandemic has forced us ovation acknowledging her courage camps, realising the serious need to regrettably suspend our face-to- in sharing her story.

8 9 I am happy to report that in May 2020 Camp Quality announced a new three-year partnership with ALDI Australia. ALDI will donate $1.5 million over the period and aims to raise additional funds via a range of fundraising initiatives. The partnership will help fund Camp Quality’s much-loved Kids’ Camps. I am also pleased to report that Fujitsu has extended their current five-year partnership for another three years. Fujitsu is our Innovation Partner and we look forward to working with them to create an interactive suite of relevant apps to enable our stakeholders to connect with Camp Quality’s services and programs anytime, anywhere.

We are currently in the process of refreshing and adapting our strategy for a post-COVID-19 future, knowing that the heart of everything we do will always be our interaction with our families and stakeholders, on camps, Family Fun Days or with the puppets in primary schools. If not, then we will be there with digital initiatives to help kids and families impacted by cancer navigate the challenges and create positive memories.

We will emerge from this current period stronger for the steps we have taken so that we can ensure we are there to help kids facing cancer be kids again – for the next 35 years. Thank you to all our generous supporters, our volunteers, donors and our corporate partners. We couldn’t do it without you.

Thank you also to our precious kids and families. You are the reason we are here.

Yours sincerely,

Deborah Thomas CEO, Camp Quality

8 9 2. OUR VALUE PROPOSITION

How we 4. STRATEGIC create FOCUS AREAS

value RS E BL A N E E LU A . V 3 5. VALUE CREATION

In hospital At school

2. VALUES OPTIMISM EXCELLENCE INTEGRITY ACCOUNTABILITY CELEBRATING LIFE

1. PURPOSE Give kids impacted by cancer the chance to be kids again.

2. VALUES

Optimism Spreading positivity and enthusiasm in the way we interact. 3. VALUE ENABLERS Excellence Intellectual Capital Seeking greatness in all that we do. The value of our employees’ knowledge, business training and Integrity 1. PURPOSE informational resources. Encouraging trust through personal Give kids impacted by cancer the chance leadership. to be kids again in a safe and supportive Social & Relationship Capital environment. Accountability Relationships within our Accepting responsibility for actions and organisation and with external results. stakeholders.

Celebrating Life Human Capital Approaching life as an adventure. The skills, education, capacity and attributes of the Camp Quality staff and volunteers.

Financial Capital Income and financial resources.

10 11 6. EXTERNAL 4. STRATEGIC ENVIRONMENT FOCUS AREAS

At home Away from it all

OPTIMISM EXCELLENCE INTEGRITY ACCOUNTABILITY CELEBRATING LIFE

Give kids impacted by cancer the chance to be kids again.

4. STRATEGIC FOCUS 5. VALUE CREATION AREAS Camp Quality creates value through four Camp Quality’s strategy has five focus areas: innovative program streams. These are designed to develop life skills and strengthen 6. EXTERNAL Service Excellence: ensuring our the wellbeing of children aged 0-13 impacted programs are relevant, equitable, by cancer, as well as their families. ENVIRONMENT effective and support our kids and their families. Camp Quality’s value creation is constantly challenged by the external environment. In hospital These external challenges include: Value: creating and driving strong, sustainable revenue streams. • Economic conditions • Technological change At school Brand: building and protecting a • Societal issues trusted and innovative brand that • Legal and regulatory matters supports reach, revenue and culture. • Environmental change At home • Global pandemic Industry Best: championing strong governance and a focus on safety. Away from it all

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

10 11 Kids Impacted by a Carer’s Cancer (KICC) Camps

At Camp Quality we aim to The KICC Pilot Camps that when they are older – whether provide support and build ran in 2019 were an important that involved an occupation or relationships to help us grow opportunity for Camp Quality someone they aspired to be. and develop our services and to extend the support we programs based on the needs of currently provide to children Over the course of the weekend families around Australia. As part impacted by their own or a there were a number of of this we utilise the four value sibling’s cancer diagnosis, to a structured activities that were enablers (intellectual capital, social group of children impacted by themed around ‘When I grow and relationship capital, human a primary carer’s cancer. There up’, including hat making, Lego capital and financial capital) were two trial camps completed building, a science workshop and defined on pages 16 and 17 of this in WA, generously funded by even some virtual-reality team report. These helped us identify LotteryWest. building. There were also lots of that the needs of families with outdoor activities, such as flying Kids Impacted by a Carer’s Cancer Who could attend? fox, zoo keeping, archery and were an area Camp Quality would The KICC Camps provided the yoga. These activities allowed be able to move into, currently not opportunity for our kids in WA, so many of the campers to supported within Australia. who were facing the diagnosis overcome their fears, support of cancer to their parent or a friend and achieve a new In 2018 we partnered with Zest caregiver, to feel like other experience. The yoga also Health to research the mental kids their own age by doing allowed the kids to learn some health and wellbeing benefits the things other kids do. This techniques to assist in managing of Camp Quality’s services and included laughing, playing games stress and anxiety. programs. The results came and making new friends. back as overwhelmingly positive What did we find? – stating that our services and When and where were the camps? The two pilots had a large programs were beneficial and The camps were set over an evaluation process to ensure we met genuine needs that would adventure-filled three days, the achieved as much learning as otherwise remain unmet. The first taking place over the last possible, so Camp Quality would research enabled Camp Quality weekend in May and the second be best able to meet the needs to identify some gaps in services during the last weekend of August. of this cohort going forward. for kids aged 0-13. The biggest Both were hosted at Woodman Each pilot had five surveys for gap identified was that of Kids Point in the beautiful region of the families and kids and three Impacted by a Carer’s Cancer Munster, south of Fremantle. briefings with the volunteers (KICC) diagnosis. It’s been found before camp, at the end of that each year in Australia around What happened at camp? camp, and then post-camp. 40,000 children are impacted The theme for the camps by this, and therefore we set out were ‘When I grow up’ and Some of the findings can be to try and provide camps and participants were able to share seen below: support to those affected. what they’d like to become

100% 80% of 68% of parents noticed an of children enjoyed the camp. volunteers saw increase in positive mood from kids developing their child/ren since participating independence in camp. on camp.

97% of children made new friends at camp.

12 13 Kids Impacted by a Carer’s Factors that influence Cancer (KICC) Camps our success

In order for Camp Quality to remain relevant and to deliver services and programs that meet the needs of kids impacted by cancer, we identified six critical factors that influence our success and these remain consistent with our approach in 2017 and 2018. In each activity our business undertook in 2019, at least five of these six critical success factors needed to be met for us to consider the activity meaningful to our business. This approach was further supported by identifying what value enablers these activies relied upon as we sought to drive our business forward in 2019.

The Right Services The Right People Strong Relationships Continue to develop and Attract, retain and support Develop and maintain healthy, deliver effective services and talented people to do respectful and mutually programs to support any child innovative and impactful work. beneficial relationships by in Australia under 13 years investing time and energy of age impacted by cancer, into creating authentic regardless of where they live or connections with all key their socioeconomic status. stakeholders.

A Commitment to Continuous The Right Level of Investment The Right Attitude Business Improvement Identifying, engaging Focus on innovation in a Continue to improve the and fostering meaningful “safe to fail” environment, business’ core functions relationships with those that while maintaining our to drive efficiencies and can help us create, drive and commitment to collaboration innovative solutions. protect sustainable income and cooperation across streams. the business.

12 13 3. HOW WE CHANGE THE CANCER STORY Meet the Roberts Family

The Roberts family Corinna and Ben live in regional Australia with their three kids Eva, Jarvis and Lochy. They love spending time together.

A diagnosis of cancer Lochy is three years old when he starts getting The Kids’ Guide to Cancer app strange pains. Corinna takes him to the doctor It’s a confusing time for Eva and Jarvis. who sends them to hospital in Sydney for further The Kids’ Guide to Cancer app helps them tests. The family is given the heartbreaking news understand what is happening to their that Lochy has cancer. little brother.

A visit from the Family Liaison Coordinator & Camp Quality Puppets A session with a Child Life Lochy and Corinna are told they need to stay in hospital. Lochy is so unhappy. His parents take Therapist turns being by his bedside and caring for their other Lochy is scared about the procedures he kids. Then Laura, a Camp Quality Family Liaison faces. Kylie, a Camp Quality funded Child Coordinator, visits with information about services Life Therapist at the hospital, introduces and programs that can help, and the Camp Quality medical play techniques and teaches him Puppets make Lochy laugh again. coping skills proven to his ease his anxiety.

14 15 The Camp Quality Puppets Giving back come to school When Lochy starts school, the Camp Quality At Eva and Jarvis’ school, kids are confused and Puppets come and teach the other kids why he making Eva and Jarvis uncomfortable. Camp looks a little different due to his treatment. Corinna Quality’s Primary School Education Program takes this opportunity to run a school FUNraiser to Puppets visit their school to dispel myths about help support other families like theirs. cancer and create a supportive environment. Ben decides to become a regular giver. He knows the positive impact that Camp Quality’s free services and programs have had on his family. Ben wants all Australian kids facing cancer to have access to the same opportunities that his family did. He would like to give kids the opportunity to laugh, make new friends, create positive memories and be kids again. The New Normal Navigator app Returning home to a ‘new normal’ with Lochy after treatment isn’t easy. Corinna downloads the free New Normal Navigator app on her phone for practical and emotional support, stories from other families, info about services, and resources to help navigate what can be an overwhelming time.

A break at a retreat Twelve months later, the whole family gets the chance to relax, unwind and make precious positive memories on holiday together at a Camp Quality Retreat. These happy memories start to outweigh the sad ones.

Going on a Kids’ Camp Ben and Corinna haven’t been able to do anything fun with the kids since Lochy’s diagnosis. So when Eva and Jarvis go on Kids’ Camp, they are able to have adventures with kids who have had similar experiences to them and who understand what their family has been through. When Lochy is better he can also go on a Mini Camp with kids his age.

Going on a Family Camp Lochy has just finished treatment. The family go away together for the first time in eighteen months on a Family Camp. They relax and make memories not centred on sickness and create lifelong friendships with others just like them.

14 15 4. PERFORMANCE & OUTLOOK Performance report

Value enablers Strategic Impact (Resources and relationships used Strategic activities & performance measure Results Summary and overall outcome (either by Camp Quality to create value) focus area achieved or working towards)

Reach >80% of children diagnosed with cancer, and their families, through our Hospital Program. Results: Increased social & The most recent child cancer incidence data from the Australian Childhood Cancer Registry estimated there were relationship capital Measure: approximately 750 new diagnoses in children aged 0-14 in 2018. FAVES1 data for new family registrations, population cancer incidence data for estimate of number of new diagnoses. In 2019 we registered approximately 465 (62%) of these children compared to 411 children registered in 2018.

Social & A minimum of 50% of our registered families will attend, or access, at least one Camp Quality Results: Increased social & relationship service and/or program in CY2019. By the end of 2019 Camp Quality had a total of 3,835 families registered with us, including 7,254 children aged relationship capital 0-13. Of these, 3793 kids (50%) participated in a Camp Quality service or program within the past 12 months. capital Measure: Relationships within FAVES data for family participation in services and programs. our organisation and with external stakeholders

Reach 25% of registered children who have a sibling diagnosed with cancer. Results: Increased social Of the 3793 children who attended a program with us in 2019, 835 of these children were siblings. This represents an & relationship capital Measure: increase of 22% of siblings attending one of our Kids’ Camps in 2019. FAVES data for family participation in services and programs. In addition to these, a further 110,000 children saw our Primary School Program as shows were delivered to 446 schools. Within these school audiences, over 350 children were identified as being siblings to a child diagnosed with Human capital cancer. The skills, education, capacity and attributes On the basis it was anticipated 750 children would be diagnosed with cancer in 2019, and we reached over 1,150 of the Camp Quality children who had been identified as siblings, we have assumed our programs have achieved significant reach among team this cohort.

Reach 5% of children who have a parent or primary carer diagnosed with cancer in 2019. Results: Increased social & Current epidemiological data estimates a total of approximately 20,000 adults with children have a diagnosis of cancer relationship capital Measure: in Australia each year. Of these, Camp Quality currently has nearly 1,100 families registered with us, including 2754 kids. FAVES data and population statistics. This is a result of 5.5% of families reached by Camp Quality in 2019.

We have found that with the running of the KICC Camps, this number has increased dramatically and that there is a Intellectual high need to support kids impacted by a primary carer’s diagnosis. The support will be increased in 2020 with more capital camps for this cohort. The value of knowledge, business training and information resources of our employees Perform 600 puppet shows in 2019 with a view of 25% in regional schools. Results: Increased social & During 2019 446 schools were visited with 656 performances delivered. These performances were seen by 110,000 school relationship capital children, with 67% of these in metro areas and 33% in rural locations. Measure: FAVES data for PSP school visits and performances. The Camp Quality Puppets also provided 308 visits to hospitals across the country.

Financial capital Income and financial resources Uphold the ongoing requirements for the ACF Safeguarding Children Accreditation Program. Results: Maintained intellectual capital With regular auditing and check-ins with ACF, along with ensuring all volunteers and staff attending child-based Measure: activities have the ACF Safeguarding Children training, we have maintained our accreditation. Maintained accreditation through ACF.

1. FAVES; Family & Volunteer Engagement 16 17 Value enablers Strategic Impact (Resources and relationships used Strategic activities & performance measure Results Summary and overall outcome (either by Camp Quality to create value) focus area achieved or working towards)

16 17 Value enablers Strategic Impact (Resources and relationships Strategic activities & performance measure Results Summary and overall outcome used by Camp Quality to focus area (either achieved create value) or working towards)

Results: Decreased social & relationship Achieve a gross cash revenue target of $14.4m. Gross cash revenue generated in 2019 was $10.9m against a target of $14.4m. With the exception of corporate capital revenue, all other revenue streams recorded a negative variance to budget. The areas with the most impact were D e c r e a s e d fi n a n c i a l c a p i t a l Measure: events and community fundraising, down $1.9m, and bequests, down $1m. P&L Performance. The reliance on events and community fundraising income remains a key focus as we move into 2020. This involves

stabilising the events and community fundraising space while actively shifting our revenue mix towards a more cost- effective, controllable blend of corporate partnerships and individual donor support.

relationship capital Relationships within our organisation and with external stakeholders Achieve a 10% reduction in operational costs. Results: Decreased financial capital Operational costs were reduced by 9% from the prior year, slightly missing our target of 10%. Continuing to lessen our Measure: cost base is a focus, and as we move into 2020 we are aiming for a further 4% reduction. While 2019’s cost reduction P&L Performance. was largely a result of reduced headcount, we will also look to decrease our infrastructure costs and provide savings

through process improvements and the utilisation of technology.

Increasing individual donor retention by 10% by improving our donor journeys. Results: Increased social & relationship In 2018 we retained 72% of our individual donors and at the end of 2019 we have achieved 88% retention of our active capital Human capital Measure: individual donors from 2018. The donor retention and supporter saves programs were given a complete overhaul with I n c r e a s e d fi n a n c i a l c a p i t a l P&L Performance and donor attrition performance reports. increased focus on developing bespoke donor journeys with personalised, tailored communication and ask strategies The skills, education, – with initial results being very promising. As we move into 2020, we have begun implementation of a marketing capacity and attributes platform which will automate several of the donor retention tasks currently performed by the team manually. It also

of the Camp Quality removes the use of an external platform, thereby keeping our data in one location. Furthermore, this platform will team provide our donors with an easy way to communicate with Camp Quality, which we hope will further improve our retention rates and donor experience.

Investing in considered acquisition of new donors. Results: Working toward social & While we investigated options to invest in the mass acquisition of new donors, ultimately the decision was made to relationship capital Measure: delay this type of investment and focus on activities that provide a greater immediate return on investment. We will Maintained financial capital Number of active donors. continue to invest in maintaining and re-engaging the donors we currently have through personalised engagement campaigns and also acquire new donors through small, targeted initiatives.

Intellectual capital IIdentifying, engaging and securing new corporate partners to increase corporate revenue. Results: Increased social & relationship The value of 2019 was a year in which time and effort were spent in successfully rebuilding our corporate pipeline and capital knowledge, business Measure: establishing potential corporate connections to provide increased revenue. We achieved a 67% increase in I n c r e a s e d fi n a n c i a l c a p i t a l Increase in corporate revenue. corporate revenue from 2018. We successfully re-engaged NAB who delivered a successful campaign of over training and $773k, continued our fantastic relationships and valued support from our major partners, The Arnott’s Foundation, information resources Lego, the Audi Foundation, Fujitsu and Sarraf Strata, while entering into new partnerships with Marley Spoon and

of our employees Pink Tank Events.

Managing a shift away from an over-reliance on event and community-event income to more cost Results: Decreased social & relationship effective revenue-generating activities. In 2018, excluding bequest payments, our income from events and community events was 51% of our overall capital fundraising revenue and this reduced to 47% in 2019. We have ceased or scaled back events that have falling D e c r e a s e d fi n a n c i a l c a p i t a l Measure: profitability and are focusing our resourcing and investment into activities and revenue streams with the potential P&L Performance and a reduction in event and community-event income as an overall for greater returns, such as corporate partnerships, individual donor support and campaign revenue. percentage of revenue.

Our social enterprise TOTK (Oranges) continues to build strength in diversifying and augmenting our income Financial through its corporate wellbeing programs. Workshop revenue growth of 31% ($129k) realised in 2019. capital Income and financial Building and launching minimum viable product, peer-to-peer fundraising campaign. Results: Increased social & relationship resources We trialed an online, 24-hour digital One Day campaign late in 2019 aiming to raise $250k in just 24 hours, with capital Measure: matched giving a key component of the campaign. Due to the impact of the bushfires, we made the decision not to D e c r e a s e d fi n a n c i a l c a p i t a l Launch of a peer-to-peer fundraising campaign. seek support from those states affected, which impacted the overall result. We fell slightly short of our target, raising approximately $225k, which was still an incredible result and show of support from our valuable donors.

18 19 Value enablers Strategic Impact (Resources and relationships Strategic activities & performance measure Results Summary and overall outcome used by Camp Quality to focus area (either achieved create value) or working towards)

Deliver an expenditure budget of $14.4m. Results: Increased financial capital Expenditure across the organisation was controlled with tight cost restrictions put in place to offset some of the Social & Measure: falling revenue. Total expenditure for the year was $13.1m against a target of $14.4m. Reducing our operational cost P&L Performance. base to stimulate additional investment in services and programs is a key priority for 2020. relationship capital Relationships within our organisation and with external stakeholders Achieve a 10% reduction in operational costs. Results: Decreased financial capital Operational costs were reduced by 9% from the prior year, slightly missing our target of 10%. Continuing to lessen our Measure: cost base is a focus, and as we move into 2020 we are aiming for a further 4% reduction. While 2019’s cost reduction P&L Performance. was largely a result of reduced headcount, we will also look to decrease our infrastructure costs and provide savings

through process improvements and the utilisation of technology.

Grow engagement across all social channels. Results: Increased social & relationship Social media engagement grew year-over-year on most platforms in 2019 reaching a peak in Nov of 32,585 capital Measure: engagements during our One Day campaign. Increased intellectual capital By social media KSM Tracking. Engagement is the catalyst for boosting all other social media metrics. High rates of engagement indicate a greater likelihood that our audience will take valuable actions (e.g donations, fundraise etc).

Social & relationship Grow social media following across all channels. Results: Increased social & relationship capital Social media follower growth of 11.5% across all channels. capital Measure: Relationships within Increased intellectual capital By social media KSM Tracking. Represents a significant growth in the size of an existing audience who have the potential to see and engage with our organisation our content. and with external stakeholders

Maintain Camp Quality’s reputational rating. Results: Increased social & relationship We moved into the top ten up to #8 most reputable charities in Australia. This is an increase of 4 from our previous position capital Measure: of #12. This makes Camp Quality the most reputable charity for children 0-13 years old. AMR Index Results: an independent industry benchmark.

Human capital The skills, education, capacity and attributes of the Camp Quality Actively identify and engage at least 3 new ambassadors. Results: team Increased social & relationship Identified, completed onboarding and signed MOU for 3 new ambassadors and maintained positive relationships with capital Measure: our existing 9 long-term ambassadors. Increased intellectual capital No. of MOUs signed and influencers posting our messages.

Intellectual Maintain and grow Camp Quality’s share of voice across traditional media so we have at least Results: Increased social & relationship one major proactive media campaign every month. Over one major proactive media story each month. A total of 1,140 media stories mentioned Camp Quality with a capital capital potential reach of 14,879,385 opportunities to see our key messages. Increased intellectual capital The value of Measure: knowledge, business Media Report. training and information resources of our employees

Ensure all staff appropriately trained in key message delivery. Results: Maintained social & relationship All new staff inducted in Media and Communications resources. All staff provided accessible resources including capital Measure: video, photography, key messages, statistics, dollar handles, templates and briefing documents. Maintained intellectual capital Standard of outgoing messaging. Maintained human capital Financial capital Income and financial resources Ensure all internal materials contain accurate key messaging. Results: Maintained social & relationship All communications materials reviewed for visual and written brand consistency to ensure consistent and accurate capital Measure: key messaging. Maintained intellectual capital Final review by Media and Communications Manager. Zero significant breaches in messaging.

20 21 Value enablers Strategic Impact (Resources and relationships Strategic activities & performance measure Results Summary and overall outcome used by Camp Quality to focus area (either achieved create value) or working towards)

100% of child safety concerns reported and resolved within our organisation in line with policies Results: Increased social & relationship and procedures. Reporting of all incidents relating to Safeguarding Children & Young People was in line with policy, including capital timeframes. Increased intellectual capital Measure: Increased human capital Reporting processes. Camp Quality also continues to hold the Australian Childhood Foundation (ACF) accreditation demonstrating our commitment to the safety of children.

100% of Volunteer qualifications in Child Safety maintained.

100% of volunteer qualifications in child safety maintained. Results: Increased social & relationship Working With Children checks and other SC&YP requirements (e.g. ACF training) for all personnel were completed in capital Measure: line with policy. Increased intellectual capital Reporting processes. Continued successful accreditation with ACF is evidence of this commitment.

and with external stakeholders Reporting of Authority To Fundraise (ATF) breaches (post 4 weeks and no funds remitted). Event Results: Increased intellectual capital compliance in line with Camp Quality’s internal processes/each state’s legislative requirements. There were no breaches of fundraising licensing requirements, although we continue to struggle with community Decreased financial capital No notifiable breaches to any governing regulators, including Australian Charities & Not-for-profits fundraising where generous supporters in the community hold fundraising events to raise vital money for Camp Increased human capital Commission, Australian Tax Office, Office of the Australian Information Commissioner and Fair Quality, yet do not advise us they are doing so. We are working to actively educate our donors and promote greater Work Ombudsman. compliance around this process.

Measure: No notifiable breaches to any governing regulators including Australian Charities & Not-for-profits Commission Reporting to regulators. (ACNC), Australian Tax Office (ATO), Office of the Australian Information Commissioner (OAIC) and Fair Work Ombudsman (FWO).

Human capital While there were no notifiable breaches to ACNC, ATO and OAIC in 2019, Camp Quality conducted a thorough and The skills, education, BEST INDUSTRY extensive audit of employees’ salaries against Modern Award classifications. Regrettably, it was discovered that capacity and attributes approximately 11% of current employees and a number of ex-employees had not been correctly paid. Immediate steps of the Camp Quality were taken to rectify the issue and tighter controls were implemented to ensure the risk of this occurring was greatly team reduced. Camp Quality self-reported the matter to the FWO, who have advised that they are satisfied with the process undertaken by Camp Quality and the outcome.

We also undertook a review and refresh of our policies relating to data breaches, privacy, whistle blowing and complaints reporting, with training rolled out to all team members in late 2019.

100% of employees with established Key Performance Indicators (KPIs) agreed upon at Results: Decreased human capital commencement of CY2019. Approximately 95% of employees successfully established Key Performance Indicators (KPIs) with their managers Intellectual moving into the start of CY2019. capital Measure: Submitted documentation to People & Culture Team. The value of knowledge, business training and information resources Evidence of consistent performance management of staff on a quarterly basis. Results: Maintained human capital of our employees The organisation achieved 60% of completed quarterly performance review documentation again during CY2019. Decreased intellectual capital Measure: While it was disappointing to see there was no improvement, documented evidence shows that during the first half Submitted documentation to People & Culture Team. of the year completion rates were very strong, with the rate dropping off gradually in Q3 and more significantly during Q4. Following a review of the processes, it has been decided that moving into 2020 formal performance reviews will be completed twice yearly only to ensure that the process is more meaningful and achievable for both employees and their managers.

Contribute to employee professional by providing regular opportunities in the form of ‘Lunch & Learns’, Results: Increased social & relationship all staff webinars and attendance at role-related external events. Learning and Development opportunities were provided to employees throughout the year by way of a regular Lunch capital Financial & Learn program, webinars and access to participate in external conferences, seminars, networking opportunities Increased human capital capital QUALITY Measure: and other forums relevant to their role or career-progression goals. During CY2019 employees were not tasked with Income and financial Via Camp Quality Learning & Development calendar and approval records. having a set number of L&D hours that they needed to complete, but rather individuals were encouraged to work resources with their manager to ensure they accessed quality opportunities, taking the focus away from quantity.

Volunteer engagement scores maintained at 70% or greater. Results: Increased intellectual capital Camp Quality’s CY2019 volunteer engagement showed participation rates of approximately 75% across the Increased human capital Measure: organisation, which is a pleasing result. However, throughout CY2020 the focus will be on ensuring our volunteers are Via volunteer participation rates. engaged further by improving the quality of our volunteer records and working with a newly established Volunteer Advisory Committee to ensure better communication and feedback with our unpaid workforce.

22 23 Value enablers Strategic Impact (Resources and relationships Strategic activities & performance measure Results Summary and overall outcome used by Camp Quality to focus area (either achieved create value) or working towards)

100% of Volunteer qualifications in Child Safety maintained.

Social & relationship Integrated Report for CY2019 completed in a timely fashion. Results: Increased social & relationship Successfully produced and published our third Integrated Report illustrating our ongoing commitment to greater capital capital Measure: transparency for our stakeholders. Increased intellectual capital Relationships within Successful publication within preferred timeline. our organisation and with external stakeholders Reporting of Authority To Fundraise (ATF) breaches (post 4 weeks and no funds remitted). Event Results: Increased intellectual capital compliance in line with Camp Quality’s internal processes/each state’s legislative requirements. There were no breaches of fundraising licensing requirements, although we continue to struggle with community Decreased financial capital No notifiable breaches to any governing regulators, including Australian Charities & Not-for-profits fundraising where generous supporters in the community hold fundraising events to raise vital money for Camp Increased human capital Commission, Australian Tax Office, Office of the Australian Information Commissioner and Fair Quality, yet do not advise us they are doing so. We are working to actively educate our donors and promote greater Work Ombudsman. compliance around this process.

We also undertook a review and refresh of our policies relating to data breaches, privacy, whistle blowing and complaints reporting, with training rolled out to all team members in late 2019.

22 23 Performance report

The following section provides greater commentary on the key performance outcomes against the five strategic focus areas and further insight into the outlook of each area.

Service Excellence: ensuring received. As documented earlier in children. The Qld PSEP was this report, these will continue to our programs are relevant, supported by funding from grow in 2020 with an expansion of Queensland Health for both equitable, effective and KICC Camps into other states and metropolitan and rural schools. support our families territories across the country. Approximately 40,000 kids aged With a large contribution of The past year at Camp Quality has 0-13 faced a parent’s or primary funding from Gandel Philanthropy seen our services and programs caregiver’s cancer diagnosis. More in Melbourne, the Primary School refocus and get back to what we than 2700 of these kids registered Education Program has started a and our core business do best – for Camp Quality services and full redevelopment analysis with direct service support to our kids programs, including the Pilot KICC a view of extending the reach and families. They are who we are Programs held in WA. of cancer education to primary here for, and therefore will always schools across Australia. Currently be our first priority when we’re In 2019 Camp Quality provided the redevelopment has undergone looking at what we deliver. Part services and programs to a a review with support from of this shift has seen a change in significant number of children professionals across the sector: our service and delivery teams, with key results/outcomes including teachers, social workers, with the positions of the Family including the following: psychologists and families. A trial Liaison Coordinators and the of the new education program is Recreation Program Coordinators Currently we have 7,254 kids planned for mid-2020. combined to create the Family registered who have been impacted Program Coordinator (FPC) role. by a childhood cancer diagnosis. Over the year our Family Program This shift has allowed for the FPC Of these, 1,666 have been affected Coordinators and the Camp Quality Team to talk to families directly by a parent or primary carer’s Puppets made more than 350 about the programs they are diagnosis. 3446 kids attended a hospital visits, interacting with an delivering, creating less points of program this year with 813 of those estimated 20,000 kids and families contact for families. This facilitates having a new diagnosis. and bringing smiles to children a more seamless registration being treated at various hospitals and communications approach 63 camps, composed of 23 Kids’ across the country. throughout their Camp Quality Camps and 40 Family Camps, were experience with a single point hosted with children and families 170 families attended our respite of contact. able to attend completely free of retreats, located at Salamander charge. This enabled 1,179 children Bay and Coffs Harbour (in NSW), Statistically in Australia things have and 362 families to take a break Warrnambool (in Victoria) and West not changed drastically in the past from it all, make new friends and Beach Caravan Park (in SA). These year and we know approximately create some positive memories. retreats provide families with an 750 children will be diagnosed with invaluable opportunity to reconnect cancer in any given year. 59% of In total, we also provided 2,877 outside the hospital environment those newly diagnosed kids were places for families to attend Family and make new, happy memories. supported by our services and Fun Days and Family Experiences, programs in 2019. giving them a unique chance to In 2019 Camp Quality developed reconnect with each other and the New Normal Navigator app Our focus will now include our families going through similar with one-off funding received from Kids Impacted by a Carer’s Cancer experiences. the federal government. The app, (KICC) community, taking our which is the first of its kind, seeks to potential stakeholder audience to The Primary School Education help families identify and pre-empt more than 70,000 children every Program (PSEP) visited 446 some of the needs they may have year. In 2019 we started to support schools, including 139 regional when they return home after an these kids with the piloting of schools. This initiative in primary extended stay in hospital. The app KICC Camps and they were well- schools was attended by 110,000 connects families with information

24 25 and services that can help them Brand: building and protecting a unique brand that deal with some of their practical, supports reach, revenue and culture psychosocial and financial support needs as they adjust to the new Camp Quality Founder Vera Entwistle’s epiphany that we can’t normal at home. The content was extend a child’s life, but we can improve its quality, was the developed in collaboration with beginning of a charity that would change the cancer story for other organisations in the sector, generations of kids. including support from Redkite. Camp Quality celebrated being ‘35 Years Young’ in 2019, with In 2020 the plan is to continue a bespoke logo, merchandise, social media journey, website the high-quality services we have reskin and a page on our website full of stories of those who offered for more than 35 years. We had been involved along the way. Our interview with Vera was look to support more families who a cornerstone of this communication, shared on our website, have not yet had the chance to social media, in eDMs to supporters and at ‘35 Years Young’ access our services and programs events across the country. We also reached out to the Camp due to their regional locations. Quality family to share their memories with us, building a We aim to have an equitable powerful digital mosaic of photos and stories. approach to program delivery in order to ensure all children The legacy built on those beautiful times is still strong, with across the country have the same Camp Quality shooting back into the top ten of Australia’s opportunities. most reputable charities. Now at No. 8 (up four places from last year) we are the most trusted cancer charity for children The national approach to how the aged 0-13 across the areas of services, innovation, governance, Services and Program Team works leadership and citizenship. and supports each other across the country should not take away Our 2019 brand story was particularly focused on innovation, from the understanding that the with the New Normal Navigator app launching at Parliament local communities we support have House to broad media coverage and the Kids Impacted by a valuable insight. It’s their individual Carer’s Cancer (KICC) Camps initiative featured in our appeal characteristics that create what is and social media channels. To deepen understanding of our such a diverse and exciting place services we consolidated extensive market research with our to live and play. Our goal is to supporters, families, staff and the public to develop new, data- create a national charity with a local driven key messages about what we do and who we are. These community focus. new words, about kids having the chance to just be kids again,

were at the centre of Vera’s original dream, and remain the beating heart of Camp Quality today.

24 25 Value: creating and driving also continues to drive forward Western Australia. LotteryWest strong, sustainable and in their $1 million fundraising goal also invested $75,000 in the in five years, and Lego provides diverse revenue streams piloting of our KICC Camps in WA product for our kids in hospital and for kids impacted by a primary on our camps. Our pro bono legal caregiver’s cancer diagnosis. And Camp Quality has delivered partners MinterEllison continue to Gandel Philanthropy in Victoria services and programs in support support us at their offices across partnered with Camp Quality in of kids impacted by a cancer Australia as well as hosting our the redevelopment of our Primary diagnosis for more than 35 years. 35th Birthday Celebrations that School Education Program, the Over this time the demand for took place in September of 2019, benefits of which will be realised our support has increased year- while The Arnott’s Foundation by the organisation in CY2020. on-year with 2019 being no provides product and significant exception. With this comes the financial support through its Camp Quality derives 47% of challenge of not only growing increasingly successful Gala Ball its income from community our revenue streams, but also held each year. fundraising and events. As such, diversifying them to ensure esCarpade, wesCarpade, 1000 Ks they are more predictable and Our regular givers continued 4 Kids, Off the Menu, Motocyc, reliable. 2019 presented many to respond meaningfully to our Convoy and many other events, challenges for the organisation campagins and appeals; in 2018 continue to deliver significant in terms of revenue generation we retained 72% of our individual revenue for the organisation. and diversification, seeing us donors, and at the end of 2019 Unfortunately, revenue across fall significantly short of our we achieved 88% retention of our this income line has decreased targeted revenue goal. However, active individual donors from 2018. yet again in 2019, challenging the this is caveated with the fact organisation to assess the impact that we significantly grew our In 2019 Camp Quality turned its of both national and international support from targeted individual focus to a donor retention and environmental and economic donor campaigns and strategic supporter saves program. Both challenges and the wider corporate partnerships. There areas of the business were given community’s ability to respond is no denying that the financial a significant overhaul; this body financially through donations. constraints placed on the not-for- of work enabled the organisation Despite this, our supporters profit sector continue to increase to curate bespoke donor journeys continue to dig deep and step up and that natural disasters, such as and communication strategies to support the essential services Australia’s devastating bushfires, for our supporters, with the that Camp Quality offers kids have had a significant impact on implementation yielding strong impacted by cancer. This is seen our ability to engage supporters initial results. through the success of esCarpade during severe fire and drought 2019, the rollout of Off the Menu seasons. The Campaigns Team, in in three states, including into conjunction with the Donor the new markets of Brisbane In 2018 our Calls for a Cause Relations Team, ideated and and Adelaide, and the continued campaign with NAB was delivered a highly successful success of FUNx4 and our Giggle suspended, however both matched Giving Day campaign Balls in ACT and Queensland. organisations worked hard to in October of 2019. Through the reinstate this highly successful generous backing of individual There is no doubt from our campaign in 2019. Through the supporters, corporates and financial results in CY2019 that dedication of both parties, Camp major trusts and foundations, we it was a challenging year for Quality was once again able were able to raise approximately Camp Quality. It is with this in to partner with NAB in 2019 to $225,000 from supporters all over mind that our organisation learns reinstate Calls for a Cause, which Australia. This result was at a time from experiences of the past, resulted in $773,191 being raised when devastating bushfires were and understands that a shift to for the organisation. sweeping across eastern Australia. diversifying our income to more predictable and sustainable We also welcomed new strategic Last year we were able to benefit revenue streams is at the partners into the family, with significantly from the support of forefront, as we look to build Pink Tank Events, along with the numerous trusts and foundations success in CY2020. continued support of our strategic in Australia. The Channel 7 partners including the Audi Telethon continued to support Foundation who committed for a Camp Quality and the delivery further three years. Sarraf Strata of services and programs in

26 27 Industry Best: championing our policies, procedures and communication journey for execution of our programs strong governance and our donors. This first step will remain relevant and in line ensure we are not moving focus on safety with our mission. Our child- data out of Salesforce to centric culture is modelled perform these functions, Camp Quality is a truly national from our Board, CEO, therefore increasing our data organisation, with a vast number management and all staff, security. This project is due for of volunteers and supporters including our extensive completion in Q2 2020. right across the country assisting volunteer network. and supporting children and • In 2019, we undertook a families in every state and • Camp Quality continues process to review and update territory. As such, achieving to invest in cloud-based our policies on data breaches, strong governance has been an platforms, streamlining the privacy, whistle blowing and ongoing and essential element use of external systems, complaints reporting. This of our business and the means building on Salesforce as action was taken to ensure the for implementing our values of our enterprise system and safety of children we support, excellence, accountability and improving the capture and our staff and volunteers. integrity. utilisation of data. In 2019 Protecting their information this included: and our stakeholders is critical In 2019, the following outcomes for Camp Quality, and as were achieved: 1. In Q1, the final steps were a result all team members taken to migrate all of our participated in training for • Camp Quality maintained documents into a cloud-based these critical policies. its accreditation with system, removing the need to the Australian Childhood maintain an internal location- • Camp Quality continues to be Foundation (ACF) for its based server infrastructure. an active member of a variety Safeguarding Children We also transitioned to a new of not-for-profit groups, Program. We have been external IT provider, delivering including Pro Bono Australia, successfully accredited since over $100k in annual IT cost the Fundraising Institute of 2010, with child safety at the savings. Australia and the Children’s forefront of everything we do, Charities Leadership Group, including: the recruitment of 2. Our Fundraising Team the aim of which is to drive staff; in the delivery of events successfully transitioned greater governance and and programs to children from Raiser’s Edge CRM to enhance collaboration across and families; in hospitals; Salesforce as our main CRM the sector. and in schools during the across the entire organisation. delivery of our Primary School This transition delivered Moving into 2020, we have a Education Program. Through significant cost reductions in clear and singular focus: reducing its accreditation, the ACF licencing and infrastructure our operational costs in order acknowledges Camp Quality’s of $40k per annum. It also to deliver extra services and commitment to safeguarding delivered the next step in programs to help more children children and its continued transforming Salesforce into and families impacted by cancer. commitment to upholding an enterprise system, where This will be achieved through these standards. the strategic focus is to keep diversifying our revenue mix as much data in one central into more profitable financial • Camp Quality continues platform as viably possible. activities, moving away from a to review and improve our heavy reliance on event income practices and encourages 3. In Q4, we began the process and utilising a combination of staff, volunteers, children and of implementing a marketing technology and continuous their families who access our platform that will automate business improvements to deliver programs to provide feedback our manual, paper-based savings direct to the bottom line. on their experiences with processes and provide an us. This enables us to ensure improved and customised

26 27 Quality: supporting a more diverse, skilled and effective people base

In 2019 we made progress in, or and selection process, it was During 2019, we were achieved the following outcomes: evident halfway through delighted to see that 64% the year that retention had of our unpaid workforce had • Improve staff retention by 10% improved. Owing to the volunteered in a recreation Focused efforts on the way focus on ensuring the right program. we attracted and retained people were engaged in talent across the organisation the right roles at the right was a key priority throughout time, we were delighted to • Ensure 100% of all 2019 in order to improve staff see that by the end of the organisational relationship retention. Learnings from year we achieved a retention management data is in HR metrics, exit interviews, rate of 62% – exceeding the Client Relationship performance reviews and our objective of a 10% Management (CRM) system end-of-probation interviews improvement on the year In early 2019, Camp Quality were carefully considered to before. We are now in line transitioned to Salesforce improve our practices and with the not-for-profit sector as its CRM. This was a processes. With a better turnover average of 38%. significant step forward understanding of why we Moving into 2020, we are for the organisation, had experienced previous aiming to improve on having used the same high levels of turnover, this further. CRM for many years. The overarching responsibility transition to Salesforce, for recruitment and selection while successful and well- was recentralised with our • Maintain 70% of engagement received by employees, People & Culture Team. amongst volunteers requires continued focus In November 2019 Camp throughout 2020. The The first half of 2019 Quality conducted a survey remaining work will ensure saw approximately 30 of its volunteers across both we are using it as effectively new employees join Camp recreation programs and as possible in order to serve Quality. With the P&C fundraising events. In addition the organisation’s needs, not Team guiding and working to this survey, Camp Quality just now but well into the closely with line managers consistently sought feedback future. For this reason, it throughout the recruitment from volunteers directly after was not possible to achieve a recreation program. this objective, however we remain committed to the project.

28 29 5. GOVERNANCE & RISK MANAGEMENT Our governance

The Board of Camp Quality strives to uphold the highest standards of corporate governance in compliance with the Australian ASX Corporate Governance Council’s Corporate Governance Principles and Recommendations 3rd Edition (the “Principles”) and the Australian Charities and Not-for-profits Commission’s (ACNC) governance standards.

Our Board’s mission is to oversee the strategic development and operational performance of the organisation, thus helping build a mindset focused on the future path of Camp Quality. In this context, the Board monitors the progress of the business against the pre-approved Key Success Measures (KSMs) of the organisation via bi-monthly Board meetings.

We emphasise the importance of diversity and hence the members of our Board come from a variety of backgrounds and represent diverse areas of expertise and geographical representation to reflect the character of a truly national not-for-profit organisation in Australia.

At Camp Quality our Board has adopted eight governance principles . Principle 1: Principle 4: Principle 7: Lay solid foundations for Safeguard integrity in company Recognise and manage risk management and oversight reporting Principle 8: Principle 2: Principle 5: Remunerate fairly and responsibly Structure the Board to add value Make timely and balanced disclosures Principle 3: Act ethically and responsibly Principle 6: Respect the rights of members

Governance functions

The Board guides the strategic direction of the organisation and oversees management. It monitors the performance of the organisation and management against the agreed KSMs in the context of an approved annual business plan and budget, policy, risk and compliance framework within which Camp Quality operates. The Board met seven times during 2019 as part of the regular meetings agenda. In addition, there are two committees of the Board, namely: the Audit and Compliance Committee and the People and Culture Committee. Each of these met between three and six times during 2019. Directors’ meetings

During the Calendar Year 2019, 16 meetings of Directors (including Committees of Directors) were held. Attendances by each Director during the period can be found on the Camp Quality website.

28 29 Table showing Camp Quality Board committees and their key functions

Board Sub Key value creation activities in CY2019 Link to strategic Committee objective

Audit & Compliance

The purpose of the The Audit & Compliance Committee interrogated the proposed 2020 Value: Long-term Audit and Compliance Budget and Annual Operational Plan, in particular taking into account financial sustainability Committee is to the financial results of the organisation in 2019, the external economic of Camp Quality aid the Board in environment and the impact of events such as the drought and discharging its bushfires. governance, risk and Value: Enhanced financial oversight The Committee also maintained oversight of the completion of critical Efficiencies responsibilities for projects across the organisation, such as the successful transition to a Camp Quality new investment fund management company and new audit partner, the migrating to cloud applications after decommissioning the internal Industry Best: Early IT infrastructure and finally the transition of the Fundraising Team from adoption of new Raiser’s Edge CRM to Salesforce CRM. Accounting Standards and Integrated Reporting Framework

People & Culture Committee

The purpose of the With the appointment of a new Head of People & Culture in late Quality: Ensuring People & Culture 2018, the Committee was able to step back into its governance role, appropriate talent Committee overseeing and providing guidance to management. The focal point for management and succession planning is to oversee the the Committee in 2019 was the external investigation into the award overall governance compliance matter, ensuring management had the support required of human capital from external forensic accountants and external legal advice to conduct management at an extensive review and payroll audit. Quality: Ensuring Camp Quality and to a high performing provide the Board The Committee monitored the investigation, its outcome and all culture with assurances in this communications relating to the matter including self-reporting to the regard. This committee FWO. As a result, management have implemented tighter internal is supported by controls and processes to significantly reduce the risk of likelihood of independent another compliance breach of this nature. specialists

National Revenue Committee

The purpose of the In late 2018, management made the decision to wind up this committee Value: Long-term National Revenue in early 2019 to enable a re-direction of resourcing to support at a local/ financial sustainability Committee is to state level. of Camp Quality engage expertise from outside the organisation to assist in identifying and engaging long-term sustainable revenue sources

30 31 Board/Management’s approach to risk management

An enterprise risk management mitigation and continuous The status of risks (actual against framework operates to enable monitoring of risks throughout the threshold and emerging the Board and management the organisation. Risks relative trends) approved by the Board to continue to identify and to organisational key success is reported to the Audit and Risk manage key risks. Understanding measures are articulated and Committee and the Board on a organisational risk enables better monitored at an appropriate bi-monthly basis unless there is decision making, which in turn frequency. any risk event that warrants the helps achieve Camp Quality’s Board’s urgent attention. strategic objectives.

Camp Quality is committed Under the organisation’s risk management systems and processes: to having an effective risk management process that 1. Risk management and compliance is an integral part of decision enables management to operate making. a risk-adverse approach in establishing internal control 2. Risk management activities and compliance controls are systems within the company that embedded within normal business operations. effectively mitigate or control our 3. Risks are identified and treated on a proactive basis with significant and emerging risks. emphasis on prevention rather than reactive responses. 4. A culture of transparency is encouraged and reinforced through The Board has adopted an identification, reporting, disclosure and open dialogue, to overarching risk appetite promote sharing of information and good practice. statement, and reviews and defines Camp Quality’s risk tolerance level for services and programs, fundraising, technology Camp Quality’s risk management system has the following elements: and all operational areas at the beginning of each year. 1. Audit and Compliance Committee. Management is responsible for 2. Accountability, Risk Identification Assessment and Treatment the implementation of the risk applied at all levels of the organisation. management process, which 3. A culture that encourages communication of issues as they are involves the identification, identified (collective ownership). evaluation, prioritisation, 4. Risk Monitoring, which is presented in the diagram below.

Chart showing Camp Quality’s Risk Management Framework

Camp Quality Risk Management Framework

Risk Identification, Communication of Issues Accountability Assessment and Treatment (collective ownership) Risk Monitoring: rigorous monitoring Responsibilities for Top down approach of periodical review, Business Unit Managers of activities across identifying, assessing, identification and assessment are required to business operations treating, monitoring Timely and effective treatment of risks communicate risk issues and reporting on risks promptly, including at all levels of business Operational risk assessment causes, corrective action operations Legal, compliance and governance or risk mitigation Strategic Goals and Key Success Measures (KSMs)

Audit & Compliance Commttee: governance, oversight and reporting on the Board

30 31 Significant risks facing Camp Quality and mitigation measures in place for CY2019

The below captures a few As necessary, we also draw on Our thanks go to our pro significant risks facing our the skills of industry experts in bono legal service providers organisation that directly impact creating awareness across the (MinterEllison) for their on our ability to achieve our organisation on emerging business unwavering support of us objectives, what mitigation risks and their impact again during 2019. measures are in place, incidents if they were to occur. (if any) during 2019 and the resources they have impacted.

Table showing significant risks facing Camp Quality and mitigation measures in place for CY2019

Result during this Impacted Risks Mitigation measures reporting period value enablers Children risk Training of staff and volunteers, regular No reportable incidents. (safeguarding assessment of our systems and processes by children) independent assessors, regular safety audits.

People risk Regular audit of work environment, No reportable incidents. (work including by independent people, safety environment audit, regular sessions on personal safety allowing and safety for others, training on safety and bullying and values. harassment)

Fraud and Development and implementation of financial No incidents. corruption and procurement policies, Delegation and Limits of Authorities, stringent internal control systems, external audits.

Legal and Legal literacy across the organisation to No recorded breach against law regulatory risks create awareness on regulation requirements or regulations. and professional legal support as required. No investigations/inquiries or any threatened or actual litigation against Camp Quality staff, volunteers or anyone involved with our programs.

Camp Quality self-reported, to the FWO, historical contraventions of two modern awards pertaining to rates of pay (refer page 30, People & Culture).

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

Financial Financial reporting against targets by Financial revenue targets were sustainability revenue stream, financial/management not met and organisational accounting and governance processes and expenditure was reduced by financial reserves to fund short-term losses. 9% to help offset the topline shortfall.

You can find more information regarding risks for which Camp Quality has a zero tolerancehere or visit campquality.org.au/about-us/our-governance

32 33 6. FINANCIAL REPORTING Financial management

2019 was a challenging year of wins, including the National reduced number of camps and for Camp Quality financially Australia Bank (NAB) reigniting Family Fun Days on offer. its Calls for a Cause campaign as revenue dipped in a partnership with Camp Quality, Our progress towards a more highly competitive sector. which raised $773,191. We also efficient and effective organisation successfully launched our first continued in 2019, with $752,025 The fundraising environment ever 24-hour giving day, raising (31%) of administration costs across Australia remains highly approximately $225,000. removed. A large proportion of competitive, and 2019 saw the this saving was from a permanent majority of Camp Quality events On another positive note, the reduction in staffing costs, 19% and revenue streams produce 19% Oranges Toolkit, a wholly owned down from the prior year, mainly lower revenue than the year prior, social enterprise subsidiary of due to further investment in or approximately $3.39m less Camp Quality, continued to technology to streamline and ($17,562,554 in 2018 compared to go from strength to strength, automate a number of backend $14,174,000 in 2019). delivering a 32% increase in processes. revenue, up to $555,924, and The largest impact on our 2019 reducing its net deficit position The net result for 2019 was a revenue when compared to 2018 down to $7,418 in 2019, compared deficit of $1,283,649, an 11% results was bequests; 2018 saw to the 2018 deficit of $99,996. improvement on 2018’s net result. $3.5m donated to Camp Quality The balance sheet continues through bequests, with just $500k Regrettably, the overall decline in to remain strong with just donated in the 2019 financial year, revenue for Camp Quality resulted under $10m in cash and highly a negative swing of $3m. in there being less funding liquid assets available to meet available for our services and any short-term fall in funding Moving forward, this is a key focus programs in 2019, which delivered requirements. for management; to mitigate the 20% less support for children and risk of uncontrollable revenue, their families compared to the We adopted the new leasing such as bequests, with a clear prior year ($10,528,315 in 2018 vs standard, which saw our prior year strategy to create long-term $8,366,604 in 2019). operating leases captured for the partnerships with organisations first time on the balance sheet, and individuals. The end result was 6% less under current and non-current families registering for support liabilities. We also reduced our trade While the fundraising environment with Camp Quality in 2019 and 8% payables and employee benefit was challenging, we had a number less children, a direct result of the liabilities by more than $735k.

Financial Performance 2019

Revenue 14,174,000

Investment Income 405,540

Gain on evaluation of financial assets 620,544

Total Revenue 15,200,084

Fundraising, marketing and communication expenses 6,331,675

Services and programs 8,366,604

Administrative expenses 1,238,554

15,936,833

Oranges Toolkit expenses 546,900

Total Expenses 16,483,733

Net operating deficit (1,283,649)

32 33 Financial management

In late 2018, a new fund manager, Financial Position December 2019 JBWere, was appointed after a thorough and competitive $ tendering process. Current Assets 2,059,660 With the change in fund manager, the proceeds from sale of investments ($9.3 million) Non-current Assets 11,621,783 remained in cash at the end of 2018, and were invested in January Total Assets 13,681,443 2019 into two portfolios, a medium- term and a long-term portfolio. Current liabilities 2,360,164

The Board approved a new Non-current liabilities 1,555,053 Investment Strategy in January 2019, which requires Camp Total liabilities 3,915,217 Quality’s funds to be invested in compliance with all applicable Net equity 9,766,226 laws, and must consider ethical, social, environmental and sustainability (ESG) implications of all investments. Investments (negative screens) in companies involved in tobacco production, adult entertainment Revenue and Expenses 2019 & 2018 (pornography) production and child-labour are prohibited. $20

As at the end of December 2019, the medium-term portfolio had returned 6.92% (after expenses) and the long-term investment returned 12.06% (after expenses).

In 2019 both revenue and $15 expenses remain at similar levels to 2018. This trend is a key focus CY2019 CY2018 of management, with a clear emphasis on reducing the cost base and diversifying our revenue mix into financial streams that provide a greater return on investment. Fundraising, programs and administration cost ratio While fundraising and administration costs, as a percentage of revenue, increased Cost 2019 Ratio 2018 Ratio by 2% and 1% respectively in 2019, there has been great Fundraising 40% 38% progress made on reducing costs. Fundraising activities that were Services and programs 52% 55% not providing enough of a return were ceased and non-essential Administration costs 8% 7% costs removed from overheads. However, the 19% decrease in revenue offset these gains. A full set of audited financial statements can be foundhere or visit campquality. org.au/about-us/reporting

34 35 7. OUR SOCIAL ENTERPRISE Financial management The Oranges Toolkit

Our social enterprise with training program called ORANGES Recognition 100% of profits supporting (Optimism, Resilience, Attitude, Forward-thinking HR professionals Now (Mindfulness), Gratitude, took notice and Camp Quality Camp Quality Emotions, Strengths). delivered the ORANGES program to corporates interested in improving Overview Over time, Camp Quality staff the wellbeing of their own staff, The Oranges Toolkit offers began to become more resilient, including Estée Lauder and APN evidence-based, measurable and responsive to change and agile in News & Media. practical learning programs and their thinking. So much so, that in tools that build resilience and 2017, Camp Quality was named in It wasn’t long before demand change-ready workplaces. the Top 5 most Trusted Charites in outpaced Camp Quality’s capacity Australia by RepTrack. to meet it. So, in 2017, Camp Quality We partner with organisations to created The ORGANES Toolkit as a help their staff embrace change Workplace burnout wholly-owned subsidiary dedicated and be more resilient, agile and Defined by exhaustion, apathy to delivering evidence-based, innovative in their thinking, so they or negativity and reduced measurable and practical tools can perform at their best. When effectiveness, workplace burnout that build resilient and change- staff are at their best, they are is now so prevalent that the World responsive workplaces. more engaged, productive and Health Organisation has classified it collaborative as a team. as a disease, alongside cancer and A dedicated social enterprise heart disease. Since then, The Oranges Toolkit As Camp Quality’s social has delivered programs to private enterprise, 100% of the profits go With technological innovation, and public sector organisations towards supporting kids facing increasing competition and including AusPost, DHL Express, cancer in Australia. changing consumer habits, change the South Australian Attorney- is becoming the new normal in General’s Department and the Our story workplaces around the world. Australian Institute of Sport – and In the late 2000s, Camp Quality continues to grow. was one of many organisations Overlaying that with the fact that experiencing the effects of one in five Australians will have a As a social enterprise, all profits are workplace burnout. High staff mental illness this year and that only returned to Camp Quality, so when turnover and low engagement 14% of Australians are engaged at you choose The Oranges Toolkit, negatively impacted its ability to work, it is clear that employers need you’re not only supporting your deliver much-needed services to to take urgent action to improve team, you’re also supporting kids the families it serves. employee wellbeing. facing cancer in Australia.

Something had to change. With We know that employees who Connect with us to learn more the guidance of world-leading are more resilient, engaged about how you can build a more experts, the charity began to and productive are able to resilient, change-responsive embed the science of positive positively respond to change and and agile workforce. Visit www. psychology, neuroscience and uncertainty, resulting in better theorangestoolkit.com.au emotional intelligence in a staff business outcomes.

34 35 8. EXPRESSION OF GRATITUDE Special thanks Strategic and Major Partners We love our Camp Quality community. From our incredible regular supporters, major donors and those who leave us a bequest; to our corporate partners and community fundraisers; to our local support groups and fundraising committees, and everyone who has participated and supported our events including our esCarpadians, wesCarpadians, 1000kms4Kids riders, MotorCyc riders, Convoy participants and Off the Menu partners and guests.

We are so grateful to have such a committed, passionate and powerful community. Without you, we wouldn’t be able to give kids facing cancer the chance to be kids again. On behalf of every child who has been able to access our services and programs because of you, our supporters, we say a huge, heartfelt thank you!

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36 37 Corporate Supporters Stockland Morgan Stanley Smith Barney ACT Skip Hire Sydney Sea Planes Australia Adelaide Archery Club Synergy Group Australia National Australia Bank - National Adams Facility Services The Eminent Group Head Office Alliance Project Group Trinity Constructions NHS Plasterboard & Timber ANZ Trumar NMU Australian Customs Service Aqua Flush Urban Utilities National Tax and Accountants Arc Energy Urban Development Institute of Association Audi Centre Sydney Australia NT Government Newpay NTPS Australia New Zealand Institute of Village Roadshow Theme Parks Orange City Council Insurance & Finance Viacom Orica Pty Ltd Bayside BG Watermark Hotel Glenelg Origin Energy Eraring Services Pty Beyond Bank West Beach Park Big 4, SA Ltd Big 4 Zorich Group Pickles Auctions BI Worldwide PricewaterhouseCoopers Sydney Boehringer Ingleheim Workplace Giving Qantas Airways Limited Canberra FM QT Hotels & Resorts Canberra Weekly Partners Queensland Alumina Ltd Charity Greeting Cards ADP Employer Services REA Group Chifley Securities Pty Ltd Aimia Proprietary Loyalty Australia Reserve Bank of Australia Colliers International Pty Ltd Rydges Hotels and Resorts Ltd Construction Consultants Allianz Australia Insurance Group South32 Coverforce Atura Hotels Suncorp Group Deliveroo Ausgrid Employees Children’s Sydney Trains DHL Supply Chain Appeal Transdev Australasia Dermalogica Australia Post Vicinity Centres PM Pty Ltd Ethical Brands Co Australian Federal Police Vinidex Pty Ltd Girdler Family Amusements Australian Taxation Office Walker Wayland Henley Constructions Birch Carrol & Coyle Wavelength International Icon Water Boeing Aerostructures Australia Westpac Group KPMG Bupa Australia Health Pty Ltd Lefand Group Capitol Square Hotel Level 33 Caterpillar Underground Mining Major Gifts Liftronic Pty Ltd Pty Ltd Ms Amanda Bardwell Luna Park Sydney Citi Australia Mr Robert Brakspear Madison Marcus Coca-Cola Amatil (Aust) Pty Ltd Ms June Bramich Magic Glass CSA Pty Ltd Mrs Christine Campbell and Mr Terry Marley Spoon Dealer Solutions Pty Ltd Campbell AO McConnell Dowell Constructors- Department of Agriculture and Mr William Cant Sydney Water Resources Mr Leigh Clifford AO and Mrs Sue McIntyre Property Dux Manufacturing Clifford Northern Territory Broadcasters DXC Technology Australia Mr David Deague Pty Ltd Dyno Nobel Pty Limited Mr James Dickson and Mrs Shirley Nova Systems Equifax Australia Dickson NWC Finance Pty Ltd Ernst & Young Mrs Paula Fox and Mr Lindsay One Agency Kercher Properties Event Hospitality and Fox AC Ozcorp Card & Stationery Entertainment Ltd. Mr Ross Freer Pace Entertainment Group Flight Centre Foundation Mr John Higgins AO Pack and Send Fox Sports Mr Alan Liddle and Ms Jill Stanley Peter Mintzis Foxtel The Power Family PwC Australia Greater Union Pty Ltd Mr Ken Roche and Mrs Denise QBE Group GUO Joint Roche Racing NSW HSCC Business Mr Frank Schirripa and Mrs Janice RI Advice Incitec Pivot Limited Schirripa Roche Jacobs Douwe Egberts Ms Sam Sharman OAM Salim Group Janssen-Cilag Pty Ltd Ms Pamela Wilson Scentre Group Kosciusko Thredbo Scholastic Lysaght Credit Union Ltd Shell Australia Macquarie Group Foundation Solaft Limited Southern Star Reality McCain Foods (Aust) Pty Ltd

36 37 Piggotts Blackbutt Pharmacy Fundraising Event Partners Quarry Mining and Community and Supporters R&K Carmody Plumbing Supporters 22 Agnes River Myall Armidale Support Group Advanced Catering Systems Salter Bros Aurora Australis Apollo Films Sanitarium Band Together Against Cancer ARMA Insurance Brokers Hunter Seafusion Bayview Gardens Knitter Natter Ausmech Pty Ltd Sedgman Group Aussie Bush Camp Shenck Process Australia Brisbane Broncos Aussie Maitland Shobosho Burst of Freshness Austindo Consulting Services Shura Taft Bunbury Support Group Australian Venue Co Snow Contractors Cherry Ball Committee Avalon Solutek Pty Ltd Christian Welch BHP Stokehouse Q Comet Rodeo Townsville Burke Mead Lawyers Subtilis Engineering Crawfords Freightlines Cardiff Volkswagon Commercial Subway Greenhills, Greta, DG Sports Centre Heatherbrae & Raymond Terrace Essential Energy Cessnock Landscaping Supplies The Australian Ballet Granger Family Charley St, New York The Australian Girls’ Choir Jayco Financial Collaborative Health Consulting The Bradford Hotel Jayco Newcastle Community Broker Network The Calile John Wright Computer Systems Australia The Prop Store Karrinyup Rotary Group Corefit Tristate Land Sales Pty Ltd Katie Bain Memorial Golf Day Definiti Vic’s Meat Lavington Lions Club Delatite Winery Victoria Hotel Lions Club of Albury Detour Viva Energy Lions Club of Golden Grove Direct Plasterboard Outlet Pty Waeger Constructions Lions Club of West Beach Ltd Wambo Coal Lions Club – 201Q3 E.A.M.S Pty Ltd Weathertex Logan Brothers Rugby League Emperor Champagne Wettenhalls Club ETO collective Mackay Support Group Euroform Industries Manning Valley Support Group Firdon Fabrications Marty Cross, the Cross Challenge Fonzie Abbott Master Plumbers Association, Fletcher Early Learning & Bendigo Montessori Centre Melbourne Racing Club G Developments Moonee Valley Racing Club GIO Singleton NAB Tamworth Gleeson Civil Engineering Pty Ltd Nabiac Motorcycle Museum Grosvenor Engineering Group Northern Rivers Support Group Hall & Willcox Port Macquarie Support Group Hentley Farm Paula Glare Hunt Hospitality Rockhampton Support Group Hunter Eco Plumbing Rotary Club of Albury Hunter Land Management Run for Willow Hunter Valley Operations National Pharmacies Christmas Immij Pageant (South Australian Jason Reading Landscapes Tourism Commission) Jayco Newcastle SA Water Grand Hyatt Melbourne Scotchman’s Creek Golf Club Liberty Financial The Two Monty’s Melrose Contracting Tweed Heads Support Group Michael Phillips Financial Tall Timbers Craft Group Planning Wallam Action Group Bribie Movida Island MTI Group Wet Seal Golf day Narndra Built Woolgoolga Golf Day Ocean Made Zig Osis Osborn Law Penfolds Magill Estate Peoplefusion Pickett & Co

38 39 Estates of the late Grants, Trusts and Foundations Bruce Henry Barnes May Carlson Trust Fund Fay Mary Durie Phyllis May Egan Merril Chisholm Ellis Anthony Ellul Faye Helen Keating Malcolm Roger Hopkinson Fund Dr Thomas Howard Godfrey Oettle Maxwell David Johnson Rita Ellen Martin A G Cowley Trust Noleen Millison O’Connor Bamford Family Foundation Frederick James Reid, Bertalli Family Foundation Francis Leslie Stafford Bernview Pty Ltd Carol Anne Weston Bristow Endowment Sylvia May Wolfenden Bruce & Joy Reid Trust Lynette Carol Woodford Camel Foundation Maxwell Henry Wright Channel 7 Telethon Trust Commonwealth Bank Foundation Commonwealth Government of Australia Dalwood-Wylie Foundation Davies Family Foundation Dimmick Charitable Trust Equity Trustees Fay Fuller Foundation Gandel Philanthropy South Australian Government Hardie Foundation Pty Ltd Liangrove Foundation Pty Ltd Lotterywest WA Malcolm Roger Hopkinson Fund Marrich Charitable Foundation May Carlson Trust Fund McCusker Charitable Foundation Motors Foundation MyState Foundation Nell & Hermon Slade Trust Northern Territory Government Ponting Foundation Queensland Health Scanlon Foundation The Flora & Frank Leith Charitable Tour de Cure Trust The Hamilton Trust The Graham & Charlene Bradley Endowment The R A Gale Foundation The Stanley & Eunice Nicholson Fund The Stan Perron Charitable Trust The Tom Efkarpidis Foundation The Wests Group ToyBox International Tour de Rocks Trust Fund of the Late Joan Margaret Petersen William McIlrath Charitable Foundation

38 39 How you can help a child facing cancer

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

Volunteer with us Whatever you do and wherever you live, anyone over the age of 18 can apply to become a volunteer. campquality.org.au/volunteer

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

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

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

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

campquality.org.au 1300 662 267 Locked Bag 7523 McMahons Point NSW 2060