annual report 2018 - the alannah and madeline foundation...awareness about bullying and its...

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Annual Report 2018

The Alannah & Madeline Foundation is the leading national not-for-profit organisation focusing on protecting children from violence and creating behaviour change in the community to reduce bullying and cyber bullying.

In 2018 the Foundation marked its 21st anniversary and we are proud to have reached more than 2.3 million children through our care, prevention and advocacy work.

OUR HISTORY

On 28 April 1996 at the historical Port Arthur site in Tasmania, 35 people were tragically killed.

Alannah and Madeline Mikac, aged six and three, along with their mother, died that day.

Because of this terrible act of violence, Alannah and Madeline’s father, Walter, and a small group of volunteers, worked hard to set up the Foundation with the belief that all children should have a safe and happy childhood without being subjected to any form of violence.

It was launched on 30 April 1997 by the then Prime Minister of Australia, the Hon John Howard OM AC.

OUR VISION

Our vision is that every child will live in a safe and supportive environment.

“I am so proud of the Alannah & Madeline Foundation as it is a daily reminder of the good will and love that is generated when a tragic situation occurs. It would make my daughters smile to know they are being remembered in such a helpful and beautiful way.”

Walter Mikac AM, Founding Patron and father of Alannah and Madeline

ContentsChair and CEO message ....................................................................................................... 4

Our International Patron ....................................................................................................... 5

Our National Patron ................................................................................................................ 5

Walter Mikac’s message ........................................................................................................ 6

Kate and Tick Everett’s message ........................................................................................ 7

Board of the Alannah & Madeline Foundation ............................................................ 8

Advisory Board of Dolly’s Dream ....................................................................................... 8

The impact of your support ................................................................................................ 9

Progression of our Strategic Plan 2017-2021 – a snapshot ................................. 10

Progression of our Strategic Plan 2017-2021 – by priority .................................. 12

Our reach .................................................................................................................................. 17

Dolly’s Dream .......................................................................................................................... 18

Case study – Maja’s story ................................................................................................... 20

Introducing Buddy Run ....................................................................................................... 22

A Foundation you can trust ............................................................................................... 23

Thank you ................................................................................................................................ 24

Appendix 1 – Financial Report 2018 .............................................................................. 27

Contact us ................................................................................................................................. 51

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Chair and CEO message

When the Alannah & Madeline Foundation launched our Strategic Plan 2017-2021, we focused on five priorities:

• caring for children affected by violence;

• building an eSmart population and reducing online harm to children;

• influencing society to keep children safe;

• learning through evidence and embracing innovation and change and

• investing in a bright future.

As we enter year three of our strategy, we have made significant progress across all five priorities. Our programs are helping more children, schools, libraries, workplaces and communities to reduce violence and bullying, improve online safety and increase digital literacy across Australia. You can read further detail on each priority in this Annual Report.

We continue to support children who experience violence and help them recover. Our intensive support program, Children Ahead, was extended this year working with the Victorian Department of Justice. It is a critical frontline program for children where support otherwise is lacking.

At the beginning of 2018 we were incredibly saddened by the death of Amy ‘Dolly’ Everett, who suffered relentless bullying. Her parents, Kate and Tick Everett, established Dolly’s Dream in her memory to raise awareness about bullying and its devastating impact. We’re so proud the Foundation is able to support Dolly’s Dream with shared resources, governance, bullying expertise and program delivery.

Significantly, following this tragedy, the Queensland

Government set up an anti-cyber bullying taskforce, the first state to develop a comprehensive plan, resulting in schools receiving funding for eSmart Schools and many more students gaining access to an eSmart Digital Licence.

The Tasmanian Government has also been deeply committed to cyber safety by rolling out eSmart Schools to all Government schools. The Victorian Government, an early adopter of our programs, committed to continue support for all Victorian state schools. In 2018, almost a quarter of schools across Australia were registered as an eSmart school – a figure which will continue to grow significantly in the coming years.

The Foundation’s National Centre Against Bullying commissioned the Economic Cost of Bullying in Australian Schools report conducted by PwC. The results were staggering: beyond the human suffering the cost to the Australian economy totals around $2.3 billion. This further demonstrates the value of our anti-bullying programs.

We also held our inaugural Buddy Run in 2018, which brought close to 1,000 children and families together to step up against bullying and spread the message that bullying is never OK. The first of its kind in Australia, Buddy Run was inspired by our International Patron, HRH Crown Princess Mary of Denmark, who holds a similar event every year called the Free of Bullying Children’s Run. We look forward to seeing thousands at our second Buddy Run in 2019.

Throughout the year we also continued our strong support for our national gun laws that are instrumental in helping to keep our children and families safe.

In closing, our gratitude goes to the Board, staff and volunteers of the Alannah & Madeline Foundation, whose commitment and passion for their work means we can help more children than ever before.

And to you, as a supporter of our work, we thank you. We cannot achieve what we do without your help.

Greg Sutherland Lesley Podesta Chair Chief Executive Officer

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Our International Patron

Every child has the right to feel safe, wherever they are: at home, at school and in their community. Across the world, the safety and wellbeing of children is more at risk than ever before and worryingly, this includes Australia.

Our children are our future and we must protect them from all forms of violence, including bullying, both on and offline.

The Alannah & Madeline Foundation works tirelessly to do just that; through their world-leading care, prevention and advocacy programs.

I am proud to be the International Patron of the Alannah & Madeline Foundation and to play a role in continuing to keep our children safe from violence and bullying.

Together we can make a difference.

Her Royal Highness Crown Princess Mary of Denmark

Our National Patron

Every Australian child has the right to a safe and happy childhood, and I sincerely thank the Alannah & Madeline Foundation for its resolute commitment to this ideal over the past year.

In particular, I pay tribute to founding members, who, stirred by unspeakable tragedy more than 20 years ago, have continued to work with unwavering passion to protect and defend children from fear, bullying and violence.

Such courage and humanity is deeply inspiring.

Keeping children safe is one of the most important responsibilities we have as a country and, with governments, communities, families and individuals all working together, we must ensure it is as safe as possible.

It is an honour to serve as National Patron of the Alannah & Madeline Foundation and I thank all staff and supporters for everything you have done, and continue to do, to make our country the best place it can be for every child.

The Hon Scott Morrison MP Prime Minister of Australia

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Walter Mikac’s message Reflecting on 2018, it was a busy year filled with awards, rewards and challenges.

Early in the year we met with the Hon Scott Morrison, Prime Minister of Australia, who accepted the position of National Patron of the Alannah & Madeline Foundation.

I was humbled to be invested with an AM (Member of the Order of Australia) on 2 May 2018 by the Governor of New South Wales, His Excellency General the Honourable David Hurley AC DSC (Ret’d), at Government House in Sydney. This honour was in recognition of working to keep children safe, and as a gun control advocate.

It was also a year of particular sadness, with the passing of Amy ‘Dolly’ Everett. It’s an honour for the Alannah & Madeline Foundation to be supporting Dolly’s Dream, to help prevent the loss of more young lives to bullying. The tragedy is another example of how the power of love and creation will always triumph over the power of destruction and revenge. I said that at Alannah and Madeline’s funeral and I still believe it to be true. We continue, through the Foundation, to live that every day.

It was a proud moment standing beside the Everetts at the Foundation’s inaugural Buddy Run, where nearly 1,000 people stepped up to say no to bullying.

There were many other events during the year for the Foundation, including holding motivational speeches for Richmond Football Club, which was both a highlight as a personal Richmond fan – and a challenge, given these are top athletes, as was presenting to the Cricket Australia team.

The Alannah & Madeline Foundation continues to grow and reach more children, both on and offline, supporting children affected by violence and protecting the rights and wellbeing of children in the digital age.

The Foundation would not be where it is today without the tireless work of all involved. To the volunteers, staff, Board, sponsors, families and friends who have supported us, thank you.

Walter Mikac AM Founding Patron

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Kate and Tick Everett’s messageAfter Dolly left us, we could see that her story had touched people across the country and we felt the best way to remember our beautiful girl was to start a nationwide conversation about the devastating effects of bullying.

If we could help other precious lives from being lost, then Dolly’s life will not be in vain.

Once the news about Dolly’s death went public, the support started flowing in. We were overwhelmed with messages of support and encouragement. Donations came from all over Australia. We want to give a huge shout out in particular to the rural community, who despite their own hardships on the land, have been so incredibly generous.

Thousands of people responded.

Bullying has no place in anyone’s life. Not in school, not on the sporting field, not in the workplace – and not online. We don’t think children truly understand the massive effect that bullying has.

Yet one in four children are bullied.

Bullying is a learned behaviour, but so is kindness. We can combat this bullying behaviour and teach our kids to be kind instead and that bullying has no place in today’s world.

It is said it takes a village to raise a child and we agree. We’re going to take a whole-of-community approach with Dolly’s Dream that involves parents, children, schools and government; we hope you’ll join us.

Together with the Alannah & Madeline Foundation we’re going to find ways to educate parents on the problem of bullying, its effects and how to deal with it. We want to empower people to be able to recognise bullying when it happens, then be brave enough to stand up and talk about it. To speak even if your voice shakes.

We’ve already made some great in-roads, and we look forward to realising Dolly’s Dream.

Dolly’s Dream is a voice for all the Dollys of the world.

Kate and Tick Everett Parents of Amy ‘Dolly’ Everett

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Board of the Alannah & Madeline FoundationGreg Sutherland, Chair, Alannah & Madeline Foundation; Co-founder and Director, Culturesmith; and Group Manager, Strategy and Marketing, Latitude Financial Services

Peter Blunden, Victorian Managing Director - Editorial, News Limited

Richard Broug, General Manager, Global Retail Business, Paspaley Group

Eamonn Fitzpatrick, Director, Hawker Britton

Terry Hearity OAM, Former National Sponsorship Manager, Australia Post

Launa Inman, Director, Super Retail Group

Hilary Johnston-Croke, Non-Executive Director, Expert Advisor and former Principal, Kincoppal-Rose Bay School, Sydney

Rebecca Kardos, Chief Executive Officer and Director, Aurora Energy, Director of NILS (No Interest Loans Scheme) Network of Tasmania

Ken Lay AO APM, Lieutenant-Governor, Victoria

Lesley Podesta, Chief Executive Officer, Alannah & Madeline Foundation

Rob Speedie, Financial Advisory Partner, PwC

Lyn Walker, Principal Consultant, Lyn Walker & Associates

Russell Yardley, Chairman, Powerhouse Ventures Limited and Director, Australian Research Data Commons Limited

Advisory Board of Dolly’s DreamTroy Setter, Chief Executive Officer, Consolidated Pastoral Company

Bernadette Burke, Northern Territory Community Representative

Richard Broug, General Manager, Global Retail Business, Paspaley Group

Lesley Podesta, Chief Executive Officer, Alannah & Madeline Foundation

Dr Charlotte Keating, Resident Psychologist on ABC Radio and Member, National Centre Against Bullying

Thanks to all our Board Members for their time dedicated to our causes in 2018.

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HELPING CHILDREN RECOVERYou’ve helped children recover from traumatic events or violent circumstances. Through our Children Ahead program, you’ve provided intensive, therapeutic support.

320+ CHILDREN

BUILDING CYBER SAFE COMMUNITIESeSmart provides a prevention and risk management framework for Australian schools and libraries to help them better integrate cyber safety practices and promote the safe use of online technology in their community.

One third of all Australian schools, and more than 80 per cent of Australian public libraries are safer places for children.

TEACHING KIDS TO BE SMART, SAFE + RESPONSIBLE ONLINEYou’re helping school children gain their eSmart Digital Licence, an online challenge using quizzes and activities that give children the skills to learn, play and socialise safely online.

AIDING KIDS IN CRISISEvery year, thousands of children in Australia arrive in emergency accommodation – many with only the clothes they are wearing. Thanks to you, they receive a Buddy Bag - a backpack full of basic essential items including a toothbrush, toothpaste, hairbrush, facewasher, pillowcase, activity kit, book, PJs, underwear, socks and the all-important teddy bear.

Reach in 22 years:

2,320,000+ CHILDREN

90,000BUDDY BAGS

Delivered to date: & rising

OVER 240,000 DIGITAL

LICENCES

EDUCATING COMMUNITIES ON CYBER SAFETY AND BULLYINGOur informative Connect workshops are relevant for schools, libraries, businesses, government and community organisations. Choose from 60 minute workshops or tailor make your own to suit your needs and audience.

CONNECT ATTENDEES: 50,000

The impact of your support

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Progression of our Strategic Plan

1 Caring for those affected by violence

PRIORITIES

• Further develop, implement and promote the programs and response services to support children affected by violence.

STRATEGIES

• Establish Children Ahead as the gold standard in therapeutic support for traumatised children.

• Extend our national reach and impact of care programs, in partnership with others.

• Undertake effective advocacy on prevention of violence against children.

PROGRESS

• Delivered Children Ahead program to child victims of crime working with the Victims Assistance Program.

• Refined and improved our Children Ahead delivery model.

• Established a consultancy model for early years educators.

• Established an office in Wangaratta in partnership with Merri Health.

• Continued to increase sector credibility through building knowledge of our service offerings with government agencies.

• Delivered a further 10,000 Buddy Bags to children in emergency accommodation across Australia.

• Increased our support of young people by opening our second Cubby House at Melbourne Children’s Court.

• Established the Australian Gun Safety Alliance and advocated to State and Federal governments on behalf of all Australians for gun and community safety.

• Prepared a number of submissions to advocate for child safety to State and Federal governments, including presenting to the Senate hearing on the ‘Inquiry into the adequacy of existing offences in the Commonwealth Criminal Code and of State and Territory criminal laws to capture cyber bullying’.

2 Building an eSmart population and reducing online harm to children

PRIORITIES

• Develop smart, engaged and critical thinking children and young people equipped with eSmart know-how and behaviours.

• Reduce the risks and improve the protective factors for violence against children at an individual relationship, community and social level.

STRATEGIES • Take the Digital Licence global as

a world class product that predicts and stays ahead of cyber safety and wellbeing trends.

• Build digital literacy skills across the Australian school curriculum.

• Extend and expand the eSmart culture change program to all parts of our community, particularly reaching families and very young children before they start school.

• Work with partners to identify and pilot new programs to support and deliver digital innovation to keep children engaged and safe.

PROGRESS • Completed rolling out the eSmart

Digital Licence in New Zealand – aligned to the NZ curriculum and culture.

• Developed a Junior Primary version of Digital Licence.

• Updated and strengthened our Primary and Secondary versions of Digital Licence.

• Evaluated the Digital Licence, with positive findings.

• Delivered 450+ Connect presentations to students, teachers, parents and community members.

• Started the Media Literacy project to support teachers in educating children to better understand how they are being positioned, by who and why.

• Worked with Behavioural Insights to develop an intervention that helps teenagers improve their interactions online, leading to ethical/moral development.

• Started work with Queensland Department of Education to roll-out eSmart Schools, Connect and Digital Licence to regional and remote Queensland schools through Dolly’s Dream.

• Continued to work with Victorian eSmart Schools on progressing to eSmart Membership.

• Strengthened eSmart Schools in Victoria by working with 600 non-registered schools due to additional Department of Education funding.

• Started year two of a four year roll-out of eSmart Schools in Tasmania.

• Worked with more than 80% of public libraries to implement eSmart Libraries.

• Delivered Better Buddies to 1,800+ primary schools.

• Worked with Supré Foundation to develop workshops and a booklet: ‘Image based bullying. So not Ok.’ 168 workshops were delivered, with booklets distributed across Supré’s retail network.

• Developed eSafeReady – eSmart for early years - developed with industry consultation including Early Childhood Australia and Good Start.

• Worked with PwC to deliver research on the needs of carers and parents of young children to see how they can be empowered now to make informed decisions so they have a balanced and safe relationship with technology in the future.

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3 Influencing society to keep children safe

PRIORITIES • Shift community and cultural

attitudes and behaviours to be less tolerant of bullying and violent behaviour.

STRATEGIES • Lead public campaigns on issues

that are core to our purpose.

• Work in collaboration with others to change policies, legal frameworks and practices to eliminate violence against children.

PROGRESS • Economic Cost of Bullying in

Australian Schools report was finalised with key findings and messages shared in the media.

• Both the Foundation and the National Centre Against Bullying contributed to the New South Wales Government review into mobile phone use in schools.

• Submission sent to the Queensland Anti-Cyberbullying Taskforce set up by the Queensland Government to explore frameworks that could be implemented in schools to reduce cyber bullying.

• Submission of a report to the members of COAG Education Council, who were charged by the COAG First Ministers to review and provide recommendations on solutions for reducing bullying.

4 Learning through evidence and embracing innovation and change

PRIORITIES • Advance understanding around

violence against children and bullying in a digital age and translate research and technology innovation into practical solutions.

STRATEGIES • Undertake future scanning,

adopting a bold and experimental approach to innovation.

• Bring together and promote smarter thinking to reduce violence and bullying in our communities.

• Collaborate with entrepreneurs, researchers, business and child development practitioners to find, test, measure and deliver new approaches.

PROGRESS • Development of new programs

included the following of project methodology, program logic and the ability to fail fast.

• Continued our work with the National Centre Against Bullying – academics, experts and practitioners gather twice a year to share best practice and new approaches to reducing bullying.

• Working with the Stars Foundation, we adapted our Digital Licence to be fit for purpose for the Indigenous community.

• Participated in the Telstra Foundation’s Tech4Good challenge alongside Academy Xi and 14 inspiring non-profits on a digital innovation journey to take an early stage idea for improving social inclusion, to a tested prototype.

• Worked with Riot Games on their League of Legends game and their high school program to reduce online bullying within gaming.

5 Investing in a bright future

PRIORITIES • Build an ethical and sustainable

financing model for growth to enable us to help more children.

STRATEGIES • Build and implement an enhanced

financing strategy.

• Work with community, business and opinion leaders to establish, in the long term, a Future Fund for children – delivering tangible returns and measurable impact on the lives of children.

PROGRESS • Continued implementation of

our Financing the Future strategy which is now in year three.

• Continued implementing a newly focused corporate acquisition strategy and managing a future pipeline of opportunities.

• Started implementing renewed strategies for our events and community fundraising programs.

• Continued implementing a newly developed merchandising strategy with a try, test and learn focus for continuous improvement.

• A renewed focus on this strategy is anticipated in year four to five of our Financing the Future strategy.

2017-2021 – a snapshot

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Progressing our Strategic Plan 2017-2021 – by priority

Caring for those affected by violence

Further develop, implement and promote the programs and response services to support children affected by violence.

Children AheadIn 2018 we were excited to expand our Children Ahead program into regional Victoria and to continue focusing on child victims of crime via our work with the Victims Assistance Program.

Children Ahead is an intensive, therapeutic support program helping children and young people recover from trauma and violence. Trauma can affect many areas of a person’s physical and emotional development and our qualified staff work directly with children and young people, alongside their families, to support their emotional, educational and social needs, as well as their psychological wellbeing and any overall health concerns.

Buddy BagsBuddy Bags continues to support thousands of children who enter emergency accommodation, many with only the clothes they are wearing. In 2018 we distributed 10,000 bags across Australia with more bags provided for our 0-2 age group than any other. Our backpacks are filled with basic, essential items such as a toothbrush, book, pyjamas and a teddy bear. In addition to providing material aid, Buddy Bags help restore a sense of safety and security into children’s lives during this time of trauma - which is one of the vital first steps to recovery.

Cubby HouseThe Cubby House provides a safe space for children under the care of the Department of Health and Human Services at Broadmeadows Children’s Court. In January 2018 we proudly opened our second Cubby House at the Melbourne Children’s Court. Our qualified youth workers have worked with nearly 600 young people across both the Melbourne Children’s Court and the Broadmeadow’s Children’s Court during 2018.

MORE THAN

90,000 CHILDREN HAVE

RECEIVED A BUDDY BAG

1,100+ YOUNG PEOPLE

HAVE SPENT TIME IN THE

CUBBY HOUSE

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Building an eSmart population and reducing online harm to children

Develop smart, engaged and critical thinking children and young people equipped with eSmart know-how and behaviours.

Reduce the risks and improve the protective factors for violence against children at an individual relationship, community and social level.

eSmarteSmart is a whole-of-community framework that uses proven social change methods to keep children and adults smart, safe and responsible both on and offline.

In 2018 we worked closely with the Victorian and Tasmanian governments, continuing the roll-out of eSmart Schools. We also began discussions with both Queensland and Northern Territory governments – in conjunction with Dolly’s Dream – on rolling out eSmart Schools, Connect workshops and Digital Licences to remote and regional communities.

We also continued to work with public libraries across Australia thanks to the support of the Telstra Foundation.

eSmart Digital LicenceOur Digital Licence underwent an evaluation in 2018, with positive results: clear evidence that the eSmart Digital Licence is an engaging and effective tool that raises awareness and encourages action. Students stated they were more aware of important safety and security related issues and described real, positive changes they had made to their actions and behaviours when using digital and online technologies.

We also completed the development of our newest Digital Licence – Junior Primary. This version is for children in Prep – Year 2.

Better BuddiesBetter Buddies creates friendly and caring primary school communities where bullying is reduced. In 2018 we continued to support schools in implementing and sustaining this evidence-based framework.

Connect We delivered more than 450 Connect workshops and presentations in 2018 and worked with a number of stakeholders to further our impact, in particular Supré Foundation, Behavioural Insights Team and Riot Games to develop tailored workshops and continue to be an accredited provider by the Office of the eSafety Commissioner.

eSMART LIBRARIES IS IN

80%

30,000+ PEOPLE ATTENDED

A CONNECT WORKSHOP IN 2018

OF PUBLIC LIBRARIES

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Influencing society to keep children safe

Shift community and cultural attitudes and behaviours to be less tolerant of bullying and violent behaviour.

National Centre Against Bullying (NCAB)We continued to advocate for young people in 2018 via our work with NCAB in speaking out for children and advocating for their right to be free from bullying. NCAB is driven by best practice research and expert knowledge.

In 2018 both NCAB and the Foundation commissioned the Economic Cost of Bullying in Australian Schools report conducted by PwC. The results of the report were staggering - the costs to the Australian economy associated with bullying total around $2.3 billion: for each single school year level from Prep to Year 12 (generally 13 years), the costs are estimated at $525 million by the time that school year has finished. These costs are for victims, perpetrators, their families and their schools.

Australian Gun Safety Alliance (AGSA)Launched in 2018, the AGSA is a collective of concerned organisations that came together in the interest of public safety – in particular, the role of gun safety. The AGSA strongly supports the National Firearms Agreement (NFA) and will continue to work with all jurisdictions to resist watering down the NFA and to ensure compliance.

BULLYING COSTS SOCIETY

$2.3 BILLION

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Learning through evidence and embracing innovation and change

Advance understanding around violence against children and bullying in a digital age and translate research and technology innovation into practical solutions.

In 2018 we worked alongside many organisations to innovate, develop, test and deliver evidence-based solutions.

The work we have done has been with the intent of reducing the impact violence and bullying has in our communities.

All our current programs are subjected to a rigorous review to ensure they are still fit for purpose and having an impact. We look to fill a gap and to work collaboratively with others to achieve our goals.

In 2018 we started a number of projects working alongside Google, Facebook, the Australian Federal Police, and others, leveraging both our expertise and the expertise of our partners.

LEVERAGING BOTH OUR EXPERTISE AND THE

EXPERTISE OF OUR PARTNERS

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Investing in a bright future

Build an ethical and sustainable financing model for growth to enable us to help more children.

Now in its third year, we continued the implementation of our Financing the Future strategy in 2018. This work included implementing a newly focused corporate acquisition strategy and managing a future pipeline of opportunities to enable us to help more children.

We also continued our work under a renewed strategy for our events and community fundraising programs and in 2018 also rolled out a newly developed merchandising strategy as part of our ethical and sustainable financing model.

In 2018 initial meetings were also held with key stakeholders to discuss the establishment of a Future Fund for Children, delivering tangible returns and measurable impact on the lives of children. Currently our scope for this Future Fund is limited due to confirmed additional funding in 2018. A renewed focus on this strategy is anticipated in year four and five of our Financing the Future strategy in 2019 and 2020.

HELPING MORE

CHILDREN WITH AN ETHICAL AND SUSTAINABLE FINANCING MODEL

FOR GROWTH

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Our reach Our programs are in one third of all Australian schools, and more than 80 per cent of public libraries.

We have supported 90,000 children in refuges or foster homes with a Buddy Bag and will send a further 10,000 Buddy Bags next year.

More than 240,000 students are registered for their eSmart Digital Licence.

We have proudly reached more then 2.3 million across the country since the Foundation was started in 1997.

125,785

20,963

103,497

304,722

376,560

1,301,599

76,342

15,098

Number of children by state

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At the beginning of 2018, the Foundation, like the rest of the country, was devastated by the untimely death of 14-year-old Amy ‘Dolly’ Everett.

Dolly was the victim of relentless bullying.

Established in Dolly’s memory by her parents, Kate and Tick Everett and her sister Meg, Dolly’s Dream acts as a voice for those who cannot speak for themselves and works to prevent the lives of other children being lost. They committed to making Dolly’s Dream a reality.

The strength of Kate and Tick’s voices has become a platform for action.

Dolly’s Dream:

• raises awareness about the serious issue of bullying and its devastating effects

• provides assistance and supports children affected by bullying

• educates the community about bullying issues and advocates for bullying laws and regulations

• delivers information on ways to help prevent bullying and cyber bullying in communities

• works to change cultures and prevent bullying through a variety of educative approaches.

It was clear that Dolly’s death had a huge impact on Australians across the country and the Everett family has been overwhelmed by the support and kindness shown by friends and strangers.

To safeguard the future of Dolly’s Dream and to ensure the organisation operates to its full potential, Kate and Tick chose to work with the Alannah & Madeline Foundation. They were seeking an experienced charitable organisation with extensive experience working with children and families who have experienced bullying and/or cyber bullying. By doing this, all funds raised would have maximum impact.

The Foundation is supporting Dolly’s Dream by providing a home base, shared resources and legal and financial governance expertise, as well as connecting the newly formed Dolly’s Dream Advisory Board to experts in bullying education, cultural change and child protection. This all ensures that Dolly’s Dream is informed by evidence-based and best practice methodologies.

The Dolly’s Dream Advisory Board reports to the Board of the Alannah & Madeline Foundation.

Together with the tight-knit Dolly’s Dream community, we have already made significant progress.

www.dollysdream.org.au

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DOLLY’S LAWThe amendments to the New South Wales Crimes (Domestic and Personal Violence) Act are now known as Dolly’s Law – and those found guilty of breaking Dolly’s Law now face up to five years’ prison time.

Dolly’s Law covers sending abusive emails, posting threatening or hurtful messages, photos or videos online or repeatedly sending unwanted messages. It also provides a basis for victims of cyber bullying to seek apprehended violence orders.

PROGRAM DEVELOPMENTMuch research, development and implementation is already underway.

Dolly’s Dream is working to:

• support the introduction of eSmart Schools, initially in Queensland and the Northern Territory

• support the introduction of eSmart into all boarding schools in Australia

• provide a series of Connect workshops in regional Australia

• develop information for parents around games and apps that their children may be using

• conduct extensive market research into what advice parents feel they need to support their children in this new technology age with a focus on rural and regional communities

• collaborate with other organisations like ReachOut to design resources and information for parents

• advocate all State, Territory and Federal governments to address the serious issue of bullying.

Maja’s story When six-year-old Maja came to us she had experienced more trauma than any child should see in a lifetime. She was haunted… scared… lonely…

Little Maja’s family was struggling to make ends meet. Struggling to pay bills, pay rent, to pay for food. And with Maja about to start prep, there were now school uniforms and supplies to buy. Every day was a struggle. And every single day, Maja’s dad in particular, would feel the incredible burden of not being able to provide for his family.

They had major money issues, constantly behind in rent and defaulting on loans. The car was repossessed. There was little food.

Things became worse.

Maja’s dad was made redundant, and the final straw was receiving the eviction notice.

He started drinking and was becoming increasingly aggressive toward his wife and daughter as he battled his shame and frustration. Before long, he was taking these frustrations out on his family – both emotionally and physically.

Having moved to the country only a year before, they had very few family supports and Maja’s father couldn’t see any way out of the situation. He saw no hope.

Unable to support his family, feeling worthless - and fuelled by alcohol and depression – he tried to kill himself – and his wife and child.

Somehow they survived. But the scars run deep.

The impact of trauma like this is unimaginable.

EVERY TWO MINUTES IN AUSTRALIA THERE

IS A REPORT OF CHILD ABUSE, NEGLECT OR

FAMILY VIOLENCE. IT’S A SHOCKING STATISTIC THAT UNFORTUNATELY

IS OUR REALITY.

On leaving hospital, Maja and her mother were relocated to emergency housing in a different part of the country having to start again, including Maja starting a new school. Little Maja’s world had been turned upside down.

Maja had difficulty adjusting to her new school. She was so withdrawn, so silent, so distracted and had no friends. Spending her lunchtime sitting on the steps of the classroom, she wouldn’t engage in play even when asked by the other children.

She didn’t have the same uniform and often had little to eat.

Maja became a reflection of the helplessness that had characterised her family life.

It was at this time that Maja was referred to the Alannah & Madeline Foundation’s Children Ahead program.

Tragically there are so many children with stories like Maja.

CASE STUDY

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HOW MAJA IS THRIVING NOW

Since being part of the Alannah & Foundation’s Children Ahead program, Maja has made incredible progress.

She is engaging well in school now she has resources to learn - and feels accepted with her new uniform.

Maja is also revelling in her music lessons; she loves to sing – it gives her an outlet and is steadily building her confidence and resilience.

She is now confident to have social connections, making friends with two girls and is learning how to get along with others.

Safe and settled at home; her mum is supported to link-in with family services in her region and now has networks of her own, in particular a parenting group run by the school.

Last December Maja sang at her school’s end of year concert. Her mum and teachers wept at the transformation of this little girl over the last 18 months.

Life is still a struggle for Maja and her mum. But far less so. Maja’s mum can see that help is available and change is possible.

Maja is well on the road to recovery thanks to the intervention and support of the Alannah & Madeline Foundation’s Children Ahead program.

On behalf of Maja and others just like her, thank you for your support.

21

Buddy RunIn Australia, childhood bullying is an issue that touches the vast majority of the population in some way, with close to 25 per cent of students experiencing bullying during their school life.

Today, this issue extends beyond the four walls of a classroom and into the homes of children and young people who can experience cyber bullying – 24 hours a day.

As a national charity working to protect children from the effects of bullying and cyber bullying, the Alannah & Madeline Foundation works closely with schools and libraries to promote safe, respectful and inclusive environments for children and young people around Australia.

Stopping bullying in our schools starts with building kindness and friendship between children.

To highlight this, in October the Alannah & Madeline Foundation partnered with the Victorian Government to present our inaugural Buddy Run – the Anti-Bullying Fun Run.

Held in Melbourne’s Alexandra Gardens, the family fun-filled event brought close to 1,000 children and families together to step up against bullying and to promote inclusion, respect and spread the message that bullying is never ok.

Buddy Run is an inclusive event, featuring a 1km fun run for children of all abilities and an adjacent event village with activities for everyone, from children through to grandparents.

The first of its kind in Australia, the Buddy Run took inspiration from our International Patron, HRH Crown Princess Mary of Denmark, who holds a similar annual event now in its 10th year, called the Free of Bullying Children’s Run.

Many thanks to the Victorian Department of Education and Training for helping to make our first year possible, and our sponsors Spotless, Pexa, Demos, Spotlight, Hairhouse Warehouse, and Richmond Football Club, for their support on the day.

We look forward to seeing more buddies running in 2019!

INTRODUCING

22

23

A Foundation you can trustThe Alannah & Madeline Foundation is audited annually by Ernst & Young.

Our revenue comes from a number of sources – across corporate, Trusts and Foundations, Government, community and through events.

The full Financial Report 2018 is included as Appendix 1 of this Annual Report. It is also available at amf.org.au

Programs

Marketing

Administration

Corporate Fundraising

Direct Marketing

Trusts and Foundations

Grants

Dolly’s Dream

Digital Licence/eSmart Program/Connect/Other

General Donations/Regular Giving/Major Donors

Non-monetary Income

72%

22%

28%

2%

10%

18%

14%

10%

13%

5%

Source – Alannah & Madeline Foundation – Annual Audited Financial Statement for the year ended 31 December 2018 as published on the Australian Charities and Not-for-profits Commission website at www.acnc.gov.au

WHERE YOUR DOLLAR GOES

WHERE OUR MONEY COMES FROM

6%

TO BE UPDATED

Thank you We just couldn’t do what we do – and help the number of children that we do – without our supporters.

PATRONS

HRH Crown Princess Mary of Denmark

The Hon Scott Morrison MP, Prime Minister of Australia

Her Excellency Professor the Honourable Kate Warner AC

Walter Mikac AM

AMBASSADORS

The Hon Alastair Nicholson AO RFD QC

Ashton Kline

Caitlin Figueiredo

Dan Jackson

George Megalogenis

Jimmy Bartel

John Caldwell

Melissa Doyle AM

FOUNDING MEMBERS

Gaye Fidler

John Fidler

BUSINESS AND COMMUNITY

3AW

Ace Radio

Adflex

Ashurst

Aspire

Australia Post

Australian Federal Police

Australian Library & Information Association

Australian Public Libraries Alliance

Bank First

Bartercard

Behavioural Insights

Camino Kids

Caprice

Chameleon

Children‘s Court of Victoria

City of Melbourne

Clarendon Centre

Coles Radio

Coles Traralgon

Cooee Brands

Cottle on Coventry

Court Services Victoria

Coventry Bookstore

Crown Resorts

Dan Donahoo

Davidson Consulting Group

Demos Property Services

dmForum

Docklands Serviced Apartments

Eastland Shopping Centre

Embassy of Denmark in Australia

Ernst & Young

Facebook

Federal Group

Givetel

Global Interactive

Google New Zealand

Government of Queensland

Government of the Northern Territory

Government of Tasmania

Government of Victoria

Great Ocean Road Chocolaterie & Ice Creamery

GrowFit

Herald Sun

Highview Accounting & Financial

Hobart Airport

Hume Doors & Timber

Impact Pay

International Federation of Library Associations

Intermain

Intrepid Design

JBWere

The Hon Kelly O‘Dwyer, MP

KOGO

Libraries ACT

Loyalty

Marmalade

Mattel

McDonald‘s Australia

mhealth

Microsoft

Minter Ellison

The Hon Mitch Fifield, MP

National and State Libraries Australasia

National Centre of Indigenous Excellence

NetSafe

News Limited

Nicholes Family Lawyers

Office of the eSafety Commissioner

Office of the Prime Minister, the Hon Scott Morrison MP

Pacific Magazines

Parragon Publishing

Paspaley Group

PEXA

Pitcher Partners

Port Arthur Historic Site Management Authority

Port Melbourne Football Club

Public Libraries Australia

RWR Group

Foundation Partner

Partners

24

Secretariat of National Aboriginal & Islander Child Care

Seek Limited

SHA

SHK Asia Pacific

Smiggle

Social Research Centre

Spotless

Spotlight

StarTrack

Subsea

Sullivan‘s Cove

Telstra Corporation

The King‘s Men

The Mercury

The Old Paper Shop Deli

The Push Up Tour

The Resolution

Tiger Global Management

Twitter

University of Tasmania

Victorian Commission for Children & Young People

Victorian Department of Education & Training

Victorian Department of of Health & Human Services

Victorian Department of Justice

Victorian Equal Opportunity & Human Rights Commission

Visy

Yarra Media

Yarra Trams

Yarra Valley Chocolaterie & Ice Creamery

...and our 250+ wonderful community supporters

TRUSTS AND FOUNDATIONS

Australian Communities Foundation

CMV Foundation

Courier Mail Children‘s Fund

Credit Union Australia

Cubit Family Foundation

Foundation Against Child Exploitation

Goldsmith Family Foundation

Grenet Foundation

Honda Foundation

Myer Family

Phillips Family

RE Ross Trust

Scanlon Foundation

Snow Foundation

Stars Foundation

Supré Foundation

The Tauber-Troeth Foundation

Turnbull Foundation

Wheatley Family Foundation

BRIGHTER FUTURE PARTNERS

Alan Pearce

Alison Richardson

Amanda Lepka

Ann L Stubbings

Barbara D Wall

Catherine A Watson

Charles Macek

Cheryl Di Florio

Chris Armstrong

Deborah Chua

Elida Brereton

Franca Di Pietro

Greg Madson

Ian Denham

James Ruddock

John & Merienne Shortridge

Lesley Sweeney

Margaret Webb

Martin D Gans

Marfatia Family

Neil Spitzer

Nick Parry

Nicola S Cooney

Paul Abbey

Peter Hill

Robert Wrona

Russell & Sue Yardley

Shannon Gilmore

Sheryl Thomas

Stephen Peterson

Terry Scanlan

Tony Duncan

Wendy A Leeson

REGULAR VOLUNTEERS

Barbara White

Belinda Breheny

Damon Craig

Elaine Haggett

Harrison Boyle

Rosemary Marfatia

Sally Newby

Sue Blanck

Sylvia Hall

Tannille Miller

NCAB MEMBERS

Dr Amanda Day

Anita Davidson

Catherine Orchard

Dr Charlotte Keating

Coosje Griffiths

Hon Chief Justice Diana Bryant (Chair)

Elida Brereton

James Scott

The Hon Joseph Kay AM

Katie Acheson

Prof Kenneth Rigby

Lucy Thomas

Maree Davidson

Dr Michael Carr-Gregg

Nick Duggal

Dr Pamela Bartholomaeus

Rosie Thomas

Sandra Craig

Dr Sonia Sharp

Sue Cahill

Susan McLean

25

Thank you We’ve been overwhelmed by your support in our first year. Thank you.

BUSINESS AND COMMUNITY

Akubra

The Australian Working Stock Dog Magazine

Country Rippa/Bairnsdale Horse Centre

Dreaming Under the Stars

Duck Creek Picnic Race Committee

Heli Biz Helicopter Safaris

Katherine Outback Experience

Kununurra Bushmen‘s Rodeo Association

Mary-Rose Robinson

Melissa Walmsley

Springsure Rodeo

Tom Curtain

TRUSTS AND FOUNDATIONS

The Corella Fund

K & MV Topliss Charitable Foundation

Knappick Foundation

Shine Foundation

26

The Alannah & Madeline Foundation(ABN 96 514 115 810)

Annual Financial Report for the year ended 31 December 2018

27

Appendix 1

Appendix 1 –page 1 The Alannah & Madeline Foundation – Financial Report

Contents Trustee’s Report 2 Trustee’s Declaration 5 Statement of Comprehensive Income 6 Statement of Financial Position 8 Statement of Cash Flows 9 Statement of Changes in Funds 10 Notes to the Financial Statements 11 Independent Auditor’s Report 24

The Alannah & Madeline Foundation – Financial Report Appendix 1 –page 2

Trustee’s Report Incorporation The Alannah & Madeline Foundation was established on 6 March 1997 as a Trust. The current Trustee of the Foundation is The Alannah & Madeline Foundation Limited, which was incorporated on 1 March 2000 with an ACN number of 090 752 800. The trust company is a company limited by guarantee.

Operations The Alannah & Madeline Foundation is headquartered in South Melbourne, Victoria but operates nationally. As at 31 December 2018, 48 staff were employed by the Foundation, 18 of whom were part-time or casual.

Principal Activities

Our vision is that every child will live in a safe and supportive environment.

The Alannah & Madeline Foundation is a national charity protecting children from violence and bullying and its devastating impacts. The Foundation was set up in memory of Alannah & Madeline Mikac, aged six and three, who were tragically killed with their mother and 32 others at Port Arthur, Tasmania on 28 April 1996.

We care for children who experience or witness serious violence.

The Alannah & Madeline Foundation recognised that we had helped our two millionth child since the Foundation began. Our Children Ahead Program helps children and youth aged 0 to 18 years and their families recover from the effects of violence and develop resilience through long-term therapeutic support. Children who have been traumatised can suffer more ill-health, feel insecure and have difficulty learning and managing their emotions. Trauma can also distort children’s perceptions of themselves and make it difficult to trust others. Our qualified case workers work directly with the children and families and support their emotional, educational and social needs, as well as psychological wellbeing and any overall health concerns. Children Ahead provides holistic support essential to children’s recovery which is tailored to suit the needs of individual children. The Children Ahead team coordinate opportunities for children to participate in sports, camps and special events, and also arrange tutoring in keeping with a child’s needs. These everyday activities that many of us take for granted can make a significant difference in a child’s journey to recovery. In Australia, tens of thousands of children enter emergency care each year, often with nothing but the clothes they are wearing. Through our Buddy Bags Program these children receive a back pack full of essential items including toiletries, pyjamas, socks, underwear, a teddy bear, photo frame and pillowcase. Buddy Bags help restore a sense of security in these children’s lives. In 2018 we packed and delivered our 90,000th Buddy Bag.

The Alannah & Madeline Foundation continued to operate the “Cubby House” as part of the Broadmeadows Children’s Court and in 2018 opened the Cubby House at Melbourne Children’s Court.

Cubby House caters for hundreds of children annually and is Australia’s first purpose-built space – within a court building – that includes a youth worker on hand to provide support. This skilled youth worker provides activities, support and a range of distractions for children who are under the care of the Department of Health and Human Services (DHHS) while they wait for their personal family matters to be heard before the court.

We develop programs which help prevent violence in the lives of children.


Trustee’s Report (Continued)

Our Better Buddies Framework is a whole-school initiative designed to create friendly and caring primary school communities where bullying is reduced. Better Buddies pairs students entering their first year of primary school with an older buddy to help them feel safe, valued and connected to their new school community. The Framework encourages students to incorporate the Better Buddies values: caring for others, friendliness, respect, valuing difference, including others and responsibility. Better Buddies allows younger students to feel safe and cared for, while older students feel valued and respected.

eSmart Schools, an initiative of The Alannah & Madeline Foundation, is a behaviour-change system to help schools improve cyber safety and wellbeing whilst and dealing with cyber bullying and bullying. Designed specifically for Australian schools, the online system provides a road map to cyber safety and supports the development of children and young people to embrace the benefits of technology, while learning how to guard against security and privacy risks, research and download content in an ethical and legal manner, and to manage reputation- and relationship-based issues online. Using a behaviour change approach, similar to the SunSmart campaign, eSmart aims to create a community of students, teachers and parents who are smart, safe and responsible with technology. eSmart Libraries, one of the most significant community cyber safety initiatives ever undertaken in Australia – is a behaviour change system for libraries to improve cyber safety and wellbeing and deal with cyber bullying. The online system delivers the tools and resources to equip the community with the skills and knowledge they need for the smart, safe and responsible use of technology. In an $8 million partnership, The Telstra Foundation and Alannah & Madeline Foundation are currently partnering to implement eSmart Libraries in more than 75% of the public libraries across Australia. eSmart Digital Licence is an online educational resource, developed by the Foundation and launched with the assistance of Google in 2015. The eSmart Digital Licence has eight interactive, fun, yet challenging cyber topics that equip students with critical knowledge they need to learn, play and socialise online. Promoted as a cyber-safety and digital literacy aid to teachers over 240,000 Australian children have signed-up for the eSmart Digital Licence.

The Foundation continued to deliver the Connect speaker and consultancy service, which provides workshops and presentations in schools, workplaces and the broader community in the Foundation’s areas of expertise. It also consults to workplaces, sporting clubs and community organisations.

We play an advocacy role and we’re a voice against childhood violence.

The National Centre Against Bullying (NCAB) is a peak body working to advise and inform the Australian community on childhood bullying and the creation of safe schools and communities, including the issue of cyber safety. Established in 2002, NCAB’s 21 members include some of Australia’s leading experts in the field of bullying and cyberbullying – including academics, researchers, psychologists and educators. The Foundation relies on the generous support of our dedicated volunteers, as well as donations and gifts-in-kind from the community and our corporate friends. We ran a number of fundraising events in 2018 including our inaugural Buddy Run.

Non-Monetary Contribution To support the ongoing activities of the Foundation, goods and services are donated by individual and corporate supporters. This includes everything from donated goods such as items for sale at events through to pro-bono professional services such as legal services. The value of donated time by volunteers has not been measured. To better reflect the total level of Foundation activity, the Non-monetary contribution has been quantified in 2018 at $2,926,196 (2017: $4,303,739).


Trustee’s Report (Continued) Directors The following persons were directors of The Alannah & Madeline Foundation Limited (the Trustee Company) as of the end of the financial year:

Greg Sutherland (Chair) Peter Blunden Kenneth Lay (Resigned 6th December 2018)

Terry Hearity Russell Yardley Robert Speedie

Richard Broug Launa Inman Eamonn Fitzpatrick Caroline Walker Rebecca Kardos (Appointed on 7th May 2018) Lesley Podesta Hilary Johnston-Croke (Appointed on 28th February 2018) Director’s Benefits

No benefits (cash or in kind) have been bestowed upon any director. All directors participate in the administration of the Foundation on a voluntary basis.

Indemnification and insurance of directors and officers

During the financial year the Foundation paid a premium to insure all Directors against liabilities for costs and expenses incurred by them in defending any legal proceedings arising out of their conduct whilst acting in the capacity of Director of The Alannah & Madeline Foundation.

Auditor

Ernst & Young is the appointed auditor for the Foundation and continue in office. Ernst & Young performed their audit pro-bono by donating amount of audit fees to the Foundation.

Greg Sutherland Lesley Podesta Director of Trustee Company Director of Trustee Company

Melbourne, 21st March 2019 Melbourne, 21st March 2019


Trustee’s Declaration In accordance with a resolution of the Trustee of The Alannah & Madeline Foundation, we state that: In the opinion of the Trustee: (a) the financial statements and notes of the Foundation are drawn up so as to:

(i) give a true and fair view of the Foundation’s financial position as at 31 December 2018 and of its performance for the year ended on that date in accordance with the accounting policies outlined in Note 2; and

(ii) comply with Australian Accounting Standards – reduced disclosure requirements as

issued by the Australian Accounting Standard Board, the Corporations Act 2001 and the Australian Charities and Not-for-Profits Commission Act 2012; and

(b) there are reasonable grounds to believe that the Foundation will be able to pay its debts as and

when they become due and payable. On behalf of the Trustee Greg Sutherland Lesley Podesta Director of Trustee Company Director of Trustee Company

Melbourne, 21st March 2019 Melbourne, 21st March 2019


Statement of Comprehensive Income

FOR THE YEAR ENDED 31 DECEMBER 2018

NOTE 31 December 2018 $

31 December 2017 $

INCOME

Income From Fundraising and Events:

Events 51,545 578,139

Corporate Fundraising 763,437 2,297,591

Direct Marketing 4,477,337 1,609,478

Trusts & Foundations 263,662 397,030 Grants 1,612,608 867,907

Dolly’s Dream 1,590,916 -

Digital Licence/eSmart Program/Connect/Other 2,183,238 606,470

General Donations/Regular Giving/Major Donor 2,081,892 869,907

Total Income From Fundraising and Events 13,024,635 7,226,522

Other Income

Interest Income 25,607 40,915 Other Income 28,410 57,601

Total Other Income

54,017 98,516

Total Cash Income 13,078,652 7,325,038

Non-monetary Income 2(e) 2,926,196 4,303,739 TOTAL INCOME

16,004,848

11,628,777

EXPENDITURE

Programs expenditure 8,204,149 5,174,358 Community education expenditure 536,505 419,722 Non-monetary contribution 2(e) 2,221,047 3,833,126 Total Programs Expenditure 10,961,701 9,427,206 Marketing / Fundraising cash expenditure 2,977,091 2,117,491 Non-monetary contribution 2(e) 466,166 239,540 Total Marketing/Fundraising Expenditure 3,443,257 2,357,031

Statement of Comprehensive Income

FOR THE YEAR ENDED 31 DECEMBER 2018


31 December 2017 $

INCOME

Income From Fundraising and Events:

Events 51,545 578,139

Corporate Fundraising 763,437 2,297,591

Direct Marketing 4,477,337 1,609,478

Trusts & Foundations 263,662 397,030 Grants 1,612,608 867,907

Dolly’s Dream 1,590,916 -

Digital Licence/eSmart Program/Connect/Other 2,183,238 606,470

General Donations/Regular Giving/Major Donor 2,081,892 869,907

Total Income From Fundraising and Events 13,024,635 7,226,522

Other Income

Interest Income 25,607 40,915 Other Income 28,410 57,601

Total Other Income

54,017 98,516

Total Cash Income 13,078,652 7,325,038

Non-monetary Income 2(e) 2,926,196 4,303,739 TOTAL INCOME

16,004,848

11,628,777

EXPENDITURE

Programs expenditure 8,204,149 5,174,358 Community education expenditure 536,505 419,722 Non-monetary contribution 2(e) 2,221,047 3,833,126 Total Programs Expenditure 10,961,701 9,427,206 Marketing / Fundraising cash expenditure 2,977,091 2,117,491 Non-monetary contribution 2(e) 466,166 239,540 Total Marketing/Fundraising Expenditure 3,443,257 2,357,031


Statement of Comprehensive Income (Continued) FOR THE YEAR ENDED 31 DECEMBER 2018


31 December 2017 $

Accountability and Administration Expenditure 688,607 705,856 Non-monetary contribution 2(e) 238,983 231,072 Total Accountability and Administration Expenditure

927,590 936,928

TOTAL EXPENDITURE

15,332,548 12,721,165

NET SURPLUS/(DEFICIT) FOR THE YEAR 672,300 (1,092,388)


Statement of Financial Position

AS AT 31 DECEMBER 2018 NOTE 31 December 2018

$ 31 December 2017

$ ASSETS Current Assets

Cash and cash equivalents 12 2,470,067 1,964,420 Trade and other receivables 4 947,828 209,048

Prepayments & Inventory 5 291,839 203,605

Total Current Assets 3,709,734 2,377,073

Non-Current Assets

Investments 2(p) 1 1

Intangible assets 11 71,757 128,406

Plant and equipment 6 225,653 309,040

Total Non-Current Assets 297,411 437,447 TOTAL ASSETS

4,007,145

2,814,520

LIABILITIES

Current Liabilities

Trade and other payables 7 401,285 143,988

Accrued payables 8 & 13 282,285 248,889

Unearned revenue 9 569,812 297,535

Provision for employee benefits 10 105,925 164,747

Total Current Liabilities 1,359,307 855,159

Non-Current Liabilities Provision for employee benefits 10 74,589 58,412

Total Non-Current Liabilities 74,589 58,412

TOTAL LIABILITIES 1,433,896 913,571

NET ASSETS 2,573,249 1,900,949

TRUST FUNDS Settlement sum 20 20

Undistributed surpluses 2,573,229 1,900,929

TOTAL TRUST FUNDS 2,573,249 1,900,949


Statement of Cash Flows

FOR THE YEAR ENDED 31 DECEMBER 2018 NOTE 31 December 2018

$ 31 December 2017

$ Cash flows from / (used in) Operating activities

Cash receipts in the course of operations 10,933,153 9,168,267

Interest Received 25,607 40,915

Payments to employees, and suppliers (10,344,171) (10,410,824)

Net cash flows from / (used in) operating activities

12(a) 614,589 (1,201,642)

Cash flows used in Investing activities

Payments for fixed assets (108,942) (311,430)

Net Cash flows for the current year

505,647

(1,513,072)

Net increase/(decrease) in cash 505,647 (1,513,072)

Cash at beginning of financial year 1,964,420 3,477,492

CASH AT END OF FINANCIAL YEAR

12(b) 2,470,067 1,964,420


Statement of Changes in Funds

FOR THE YEAR ENDED 31 DECEMBER 2018 Settlement

Sum Undistributed

Surpluses Total Trust

Funds AT 1 JANUARY 2018 20 1,900,929 1,900,949 Surplus/(Deficit) for the year - 672,300 672,300 Other comprehensive income - - - Total comprehensive income/(loss) for the year - 672,300 672,300 AT 31 DECEMBER 2018 20 2,573,229 2,573,249 AT 1 JANUARY 2017 20 2,993,317 2,993,337 Surplus/(Deficit) for the year - (1,092,388) (1,092,388) Other comprehensive income - - - Total comprehensive income/(loss) for the year - (1,092,388) (1,092,388) AT 31 DECEMBER 2017 20 1,900,929 1,900,949


Notes to the Financial Statements FOR THE YEAR ENDED 31 DECEMBER 2018

1. TRUST INFORMATION

The Alannah & Madeline Foundation is a trust domiciled in Australia. The registered office of The Foundation is located at: Level 1, 256 Clarendon Street, South Melbourne, VIC 3205. The principal activities of the Foundation during the year were guiding our quest for new and effective solutions and ensures that we meet our commitment to making this a safer, stimulating and more supportive society for our children. The Foundation employed 48 employees as at 31 December 2018 (31 December 2017: 44 employees).

2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES

(a) Basis of preparation

These general purpose financial statements have been prepared in accordance with the requirements of the Australian Accounting Standards – Reduced Disclosure Requirements, Accounting Interpretations and other authoritative pronouncements of the Australian Accounting Standard Board.

The company complies with Australian Accounting Standards – reduced disclosure requirements as issued by the Australian Accounting Standard Board, the Corporations Act 2001 and the Australian Charities and Not-for-Profits Commission Act 2012.

The Directors have elected to apply the following accounting Standards: AASB 1053 Application of Tiers of Australian Accounting Standards; and AASB 2010-2 Amendments to Australian Accounting Standards Arising from

Reduced Disclosure Requirements.

The adoption of these standards has resulted in significantly reduced disclosures throughout the notes to the financial statements. There was no impact on the reporting financial position and performance of the Foundation. AASB 1053 and AASB 2010-2 AASB 1053 establishes a differential financial reporting framework consisting of two tiers of reporting requirements for general purpose financial statements: Tier 1 – Australian Accounting Standards Tier 2 – Australian Accounting Standards – reduced disclosure requirements AASB 2010-2 makes amendments to each standard and interpretation, indicating the disclosures not required to be made by Tier 2 entities or inserting RDR paragraphs requiring simplified disclosures for Tier 2 entities. Historical cost convention The financial statements have been prepared on the basis of historical cost, except where noted otherwise. Cost is based on the fair values of the consideration given in exchange of assets.



2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)

(b) Changes in accounting policy and disclosures

The accounting policies adopted are consistent with those of the previous financial year, with the exception of the adoption of AASB 9 Financial Instruments. There has been no material change of accounting policies to the financial statements due to changes in the accounting standards.

(c) Revenue recognition

Revenue is recognised and measured at the fair value of the consideration received and receivable to the extent that it is probable that the economic benefits will flow to the entity and the revenue can be reliably measured. The following specific recognition criteria must also be met before revenue is recognised: Sale of goods Revenue from the sale of goods is recognised when there has been a transfer of the risk and rewards to the customer, no further work or processing is required, the quantity and quality of the goods has been determined, the price is fixed and generally title has passed. Donations Donations are recorded when received, receipted and banked in the Foundation’s account. Interest Interest Income is recognised on accrual basis using the effective interest method. This is a method of calculating the amortised cost of a financial asset and allocating the interest income over the relevant period using the effective interest rate, which is the rate that exactly discounts estimated future cash receipts through the expected life of the financial asset to the net carrying amount of the financial asset. Grant income Grants are recognised at their fair value where there is reasonable assurance that the grant will be received and all attaching conditions will be complied with. Revenue is recognised therefore, when the Foundation obtains control of the funds and has the right without further condition to utilise the funds. (d) Expenditures All expenditures are accounted for on an accruals basis and have been classified under headings that aggregate all costs related to the categories. Where costs cannot be directly attributed to a particular category, they have been allocated to activities on a basis that is consistent with use of the resources. (e) Non-monetary income & contribution

The Foundation has recognised the importance of non-monetary contributions made in the form of donated goods and services throughout the year ended 31 December 2018. These include such items as donated professional services and donated goods to support the Foundation’s program delivery. These donations have been recorded as income and expenditure in accordance with the nature of the donation and have no impact on the overall surplus / (deficit). Non-monetary contributions do not include discounts that would be received in the normal course of commercial transactions. Valuation of non-monetary income, wherever possible, is via third party substantiation by the provider of the goods or services. Where this substantiation is unavailable, an estimate based on marketplace rates values is made by management.



2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED) Although the Foundation receives volunteer support, this volunteer labour is not quantified in the non-monetary contributions total. (f) Cash and cash equivalents

Cash and cash equivalents in the statement of financial position comprise cash at bank and in hand and short term deposits with a maturity of six months or less.

For the purposes of the statement of cash flows, cash includes cash at bank and in hand and short-term deposits with an original maturity of 6 months or less that are readily convertible to cash, net of outstanding bank overdrafts, if any. (g) Trade and other receivables

Trade and other receivables, which generally have 14 to 30 day terms, are initially recognised at fair value and subsequently measured at amortised cost less an allowance for impairment. Collectability of trade receivables is reviewed on an ongoing basis. The entity manages the process of customer credit risk regularly and all the outstanding trade receivables are monitored on an ongoing basis. The Expected Credit Loss Model (ECL) was performed as at 31st December 2018 to analyse any impairment or bad debts on any outstanding receivables. The Foundation anticipate that all outstanding receivables will be recovered, hence, the provision of bad debts for the current year is nil. (h) Funds committed to beneficiaries From time to time the Foundation receives funds from third parties which can only be used by specific beneficiaries. Such funds held by the Foundation, but which remain unspent at year end, are recorded as a liability. (i) Inventories Inventories are valued at the lower of cost and net realisable value. (j) Impairment of non-financial Assets Non-financial assets are tested for impairment whenever events or changes in circumstances indicate that the carrying amount may not be recoverable. The Foundation conducts an annual internal review of asset values, which is used as a source of information to assess for any indicators of impairment. External factors, such as changes in expected future processes, technology and economic conditions, are also monitored to assess for indicators of impairment. If any indication of impairment exists, an estimate of the asset's recoverable amount is calculated. An impairment loss is recognised for the amount by which the asset's carrying amount exceeds its recoverable amount. Recoverable amount is the higher of an asset's fair value less costs to sell and value in use. Non-financial assets that suffered an impairment are tested for possible reversal of the impairments whenever events or changes in circumstances indicate that the impairments may have reversed. (k) Fixed assets Plant and equipment Plant and equipment are recognised on a historical cost basis less accumulated depreciation and any impairment in value.



2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED) Depreciation of non-current assets All non-current assets having limited useful lives are systematically depreciated over their useful life to the Foundation in a manner that represents consumption of the service potential embodied in those assets. Depreciation charges are made from the time when a depreciable asset is put into use or held ready for sale. Depreciation is calculated on a diminishing value basis over the estimated useful life of the specific assets as follows: - Office furniture and equipment 3 - 5 years - Digital Licence Product Build 3 years - Intangible assets 3 years (l) Trade and other payables Trade and other payables are carried at amortised cost and, due to their short-term nature they, are not discounted. They represent liabilities for goods and services provided to the Foundation prior to the end of the year that are unpaid and arise when the Foundation becomes obliged to make future payments in respect of the purchase of these goods and services. (m) Unearned revenue Unearned revenue is where control over the cash received has not passed to the Foundation is recognised as a liability upon receipt and subsequently recognised as revenue when the Foundation obtains the control over the cash or fulfil contractual obligations. (n) Income tax and other taxes

The Foundation is exempt from income tax and as such income tax has not been provided for in these accounts. Revenue, expenses and assets are recognised net of the amount of GST except: i) where the GST incurred on a purchase of goods and services is not recoverable from the taxation authority, in which case the GST is recognised as part of the cost of acquisition of the asset or as part of the expense item as applicable. ii) receivables and payables, which are stated with the amount of GST included. The net amount of GST recoverable from, or payable to, the taxation authority is included as part of receivables or payables in the statement of financial position. (o) Employee benefits Wages, salaries and annual leave Liabilities for wages and salaries, including non-monetary benefits and annual leave expected to be settled within 12 months of the reporting date are recognised in respect of employees' services up to the reporting date. They are measured at the amounts expected to be paid when the liabilities are settled.



2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED) Long service leave The liability for long service leave is recognised in the provision for employee benefits and measured as the present value of expected future payments to be made in respect of services provided by employees up to the reporting date. Consideration is given to expected future wage and salary levels, experience of employee departures, and periods of service. Expected future payments are discounted using market yields at the reporting date on national government bonds with terms to maturity and currencies that match, as closely as possible, the estimated future cash outflows. (p) Investments

The Alannah & Madeline Foundation Limited, a company limited by guarantee incorporated in Australia, acts as the Trustee for The Alannah & Madeline Foundation. The Alannah & Madeline Foundation Limited prepares general-purpose financial statements in accordance with the requirements of the Corporations Act 2001, Australian Accounting Standards and other authoritative pronouncements of the Australian Accounting Standards Board. (q) Total Trust Funds Movements in Trust Funds Details of the movement in each reserve and fund are provided in the Statement of Changes in Funds.

Details of reserves and funds included in the Statement of Changes in Funds The total funds represent surplus/(deficit) over the expenses at the end of the accounting period. (r) Rounding of amounts Amounts in the financial reports have been rounded off to the nearest dollar.

(s) Significant accounting judgements, estimates and assumptions Impairment of non-financial assets The Foundation assesses impairment of all assets at each reporting date by evaluating conditions specific to the foundation and to the particular asset that may lead to impairment. Where an impairment trigger exists, the recoverable amount of the asset is determined and an appropriate write-down made. Estimation of useful lives of assets The estimation of the useful lives of assets has been based on historical experience as well as manufacturers’ warranties (for plant and equipment). In addition, the condition of the assets is assessed and considered against the remaining useful life. Adjustments to useful lives are made when considered necessary. Determination of doubtful debts No provision for doubtful debts is raised in the current year as per Expected Credit Loss Model. This takes into account the debtor, its trading position, past history, and any external indicators or impairment. The Foundation recognises an allowance for Expected Credit Loss (ECLs) for all debt instruments. ECLs are calculated based on contractual revenue and cash from other sources including donations and programs revenue with ageing analysis. For Trade Receivables and Contract Assets, ECLs calculations were based on simplified approach, hence, where applicable, the entity recognises an impairment at each annual reporting date. At Reporting date there is $145,718 receivable outside the Foundation’s credit policy which have been assessed as past due but not impaired.



2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED) (t) New accounting standards and interpretations The list of standards issued includes three standards which are likely to have some impact on future financial reports

- AASB 15 Revenue from Contracts with Customers (to be adopted effective 1 January 2019) - AASB 16 Leases (to be adopted effective 1 January 2019) - AASB 1058 Income of Not-for-Profit Entities (to be adopted effective 1 January 2019)

Management has not yet completed a full assessment of the impact of these standards but based on preliminary reviews expect no significant changes.



4. TRADE AND OTHER RECEIVABLES

Accounts receivable Less: Provision for doubtful debts Net Accounts Receivables Accrued Income

745,213 -

745,213

83,530

179,028 (1,140)

177,888

31,160 Net GST Receivables

119,085

-

947,828 209,048

5. PREPAYMENTS & INVENTORY

Prepayments Work In Progress

117,832 174,007

103,900 -

291,839 103,900

Inventory

-

99,705

291,839 203,605

31 December 2018 $

31 December 2017 $

3. EXPENSES

Among others following expenses are recognised in the statement of comprehensive income

Depreciation of office furniture & equipment

22,840

117,431

Amortisation of Fit-Out Costs Amortisation of Digital Licence Build Costs

2,388 136,063

2,388 148,178



31 December 2018 $

31 December 2017

$

6. PLANT AND EQUIPMENT

Office equipment At cost 351,377 336,411 Accumulated depreciation (329,013) (307,459) 22,364 28,952 Furniture and fixtures At cost 586,458 585,356 Accumulated depreciation (581,395) (575,363) 5,063 9,993

Digital Licence Build Costs At cost 1,063,518 999,324 Accumulated Depreciation (865,292) (729,229) 198,226 270,095 Total plant & equipment At cost 2,001,353 1,921,091 Accumulated Depreciation (1,775,700) (1,612,051) 225,653 309,040

Reconciliation of carrying amounts at the beginning and end of the period

Office equipment

Opening balance 28,952 33,714 Additions 14,966 25,571 Depreciation expense for the year (21,554) (30,333) 22,364 28,952

Furniture and fixtures Opening balance 9,993 16,464 Additions 1,102 1,001 Depreciation expense for the year (6,032) (7,472) 5,063 9,993

Digital Licence Build Costs

Opening Balance Additions

270,095 64,194

173,053 245,220

Depreciation and impairment expense for the year

(136,063)

(148,178)

198,226 270,095



31 December 2018 $

31 December 2017 $

7. TRADE AND OTHER PAYABLES

Trade creditors & other payables 401,285 143,988

8. ACCRUED PAYABLES

PAYG tax withheld Superannuation

64,779 118,789

53,418 103,588

Other accruals 71,717 71,284 255,285 228,290

9. UNEARNED REVENUE

Unearned revenue 569,812 297,535

10. PROVISION FOR EMPLOYEE BENEFITS

Current employee benefits Annual Leave 90,922 141,743 Long Service Leave - current 15,003 23,004 105,925 164,747

Non-current employee benefits Long Service Leave – non current 74,589 58,412

180,514 223,159

11. INTANGIBLE ASSETS

Website development costs At Cost 128,406 170,782 Addition 31,040 39,638 Amortisation (87,689) (82,014) 71,757 128,406



31 December 2018 $

31 December 2017 $

12. CASH FLOW STATEMENT RECONCILIATION

(a) Reconciliation of the net surplus to the net cash flows from operations

Net surplus/(deficit) for the year 672,300 (1,092,388) Adjustments for: Depreciation expense 248,978 267,997 Changes in assets and liabilities (Increase)/decrease in prepayments & Inventory (88,234) (101,670) (Increase)/decrease in trade and other receivables (738,780) 431,763 Increase/(decrease) in accrued payables 325,465 (501,808) Increase/(decrease) in trade payables 237,505 (223,386) Increase/(decrease) in provision for employee benefits (42,645) 17,850 NET CASH FLOW FROM OPERATING ACTIVITIES 614,589 (1,201,642)

(b) Cash balances comprises: Cash in hand and balances with banks Term Deposits

2,169,018

301,049

1,112,094

852,326 Total Cash and Cash equivalent 2,470,067 1,964,420

13. AUDITORS’ REMUNERATION

Amounts received or due and receivable by Ernst & Young for:

- audit of the financial report of the entity 27,000 27,000 27,000 27,000

14. FINANCIAL INSTRUMENTS

Financial Risk Management

The company’s financial instruments comprise Cash and Other Receivables, amounts payable to trade creditors and other parties.

The main risk arising from the company’s financial instruments are liquidity risk and credit risk. The company does not use derivative instruments to manage risk associated with its financial instruments.

The Audit, Finance and Business Risk Committee and the Board of Directors have responsibility for risk management, including risk associated with financial instruments. Risk management policies are



14. FINANCIAL INSTRUMENTS (CONTINUED)

established to identify and analyse the risk associated with the company’s financial instruments to set appropriate risk limits and controls and to monitor the risks and adherence to limits. The Audit, Finance and Business Risk Committee is responsible for monitoring the effectiveness of the company’s risk management policies and processes and to regularly review risk management policies and systems, taking into account charges in market conditions and the company’s activities. The Committee and the Board of Directors are also responsible for developing and monitoring investment policies.

Liquidity Risk - Liquidity risk is the risk that the company will not be able to fund its obligations as they fall due.

The company manages liquidity risk by monitoring forecast cash flows and ensuring that adequate liquid funds are available to meet normal operating expenses for 12 months.

The following are the contractual maturities of financial liabilities:

AT 31 DECEMBER 2018 Carrying Amount

$

Contractual cash flow (undiscounted)

$

6 months or less

$

Trade Creditors and Other Payables (Note 7) $401,285 $401,285 $401,285

Total Financial Liabilities $401,285 $401,285 $401,285

Credit Risk - Credit risk is the risk of financial loss to the company if a customer or counterparty to a financial instrument fails to meet its obligations. The company is exposed to two sources of credit risk – amount receivables and counterparty risk in respect of funds deposited with banks and other financial institutions.

Funds are deposited only with those banks and financial institutions approved by the Board. Such approval is only given in respect of banks that hold “AA” ratings from Standard & Poor’s or an equivalent rating from another reputable ratings agency. At the reporting date, the company did not have any material credit risk exposures to any single receivable or group of receivables or any bank or financial institution.

Exposure to credit risk - The carrying amount of the company’s financial assets best represents its maximum credit risk exposure.

The company’s maximum exposure to credit risk at the reporting date was:

Carrying Amount

31 DECEMBER 2018

Carrying Amount

31 DECEMBER 2017

Cash (Note 12) $2,470,067 $1,964,420

Trade and Other Receivables (Note 4) $947,828 $209,048

$3,417,895 $2,173,468



14. FINANCIAL INSTRUMENTS (CONTINUED)

Trade and Other receivables comprise amounts due from donors and corporate partners. The aging of these debtors at reporting date was:

31 DECEMBER 2018

GROSS

31 DECEMBER 2018

IMPAIRMENT

31 DECEMBER

2017

GROSS

31 DECEMBER 2017

IMPAIRMENT

Not past due $599,495 - $89,000 -

Past due $145,718 - $90,028 $1,140

$745,213 - $179,028 $1,140

Market price risk - Market price risk is the risk that changes in market prices such as foreign exchange rates, interest rates and equity prices will affect the company’s income or the value of its holding of financial instruments. As the company’s all financial instruments are in local currency i.e. Australian Dollars, there is no risk of market price for the company.

Currency risk - As the company deals in local currency i.e. Australian Dollars, there is no risk of currency risk for the company.

Fair values

Carrying amounts of financial assets and liabilities recorded in the financial statements represent their net fair values, as determined in accordance with the accounting policies disclosed in Notes 2(k) to the financial statements.

15. RELATED PARTIES AND RELATED PARTY TRANSACTIONS

Director’s compensation

The Board of Directors act in an honorary capacity and received no compensation for their services.

The Value-in-Kind compensation for the Board of Director’s services is included in the Statement of Comprehensive Income under Non-monetary income and expenditure in the Financial Year 2018.

Any transactions with Directors related entities have been performed at arm’s length.

Key Management Personnel compensation

The Key Management Personnel includes following positions. The positions are,

• Chief Executive Officer

• Chief Operating Officer

• General Manager – Marketing & Communications

• General Manager – Programs



15. RELATED PARTIES AND RELATED PARTY TRANSACTIONS (CONTINUED)

The compensation paid to these Key Management Personnel are in 2018 and 2017 are:

31 DECEMBER 2018 31 DECEMBER 2017

Short-term employee benefits $788,925 $802,320

16. ECONOMIC DEPENDENCY

The company is dependent upon the ongoing receipt of Donations, Grants and Funding from supporters to ensure the continuance of its operation.

17. EVENTS AFTER REPORTING DATE

There were no matters or circumstances which have arisen since the end of the financial year which have significantly affected or may significantly affect the operation of the Foundation, the results of those operations, or the state of affairs of the Foundation. 18. CONTINGENT LIABILITY The Foundation has no material contingent liabilities at reporting date.

19. COMMITMENTS FOR EXPENDITURE There were no commitments for expenditure as at the end of the financial year.

CONTACT US

Alannah & Madeline Foundation Level 1, 256 Clarendon StreetSouth Melbourne VIC 3205

t 1300 720 747 e [email protected]

w amf.org.au

ABN: 96 514 115 810

/AlannahMadelineFoundation

/alannahmadeline

/alannahmadeline

/AlannahandMadeline

/the-alannah-and-madeline-foundation

The Foundation is committed to Child Safety. Our Child Safe Policy outlines our safe practices

for children and is available at amf.org.au

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