Annual Report 2012 -2013

Breast Cancer Care WA Annual Report 2012/13

providing personalised emotional, practical and financial support and care to people affected by breast cancer

Breast Cancer Care WA l Annual Report 2012/13 l Page 3

Our VisionTo ensure all Western Australians have access to the best breast cancer support and education.

Our MissionBreast Cancer Care WA – providing personalised emotional, practical and financial support.

Our ValuesOur values determine how we interact with our key stakeholders and they have also contributed to building a good team culture within the organisation.

Comfort: We provide understanding in a supportive and caring environment.

Inclusivity: We honour the differences of individuals, families and communities.

Empowerment: We help people overcome adversity through care, education and advocacy.

Integrity: We are open, honest and ethical in all/everything we do.

Innovation: We create unique services to improve quality of life.

Teamwork: We work with passion in a spirit of respect, cooperation and trust.

Personalised: We have a tailored approach to all that we do.

Table of ContentsChairman and Chief Executive Officer Report 4

Our services 6

Cancer Wellness Centre 11

Our funding 12

2012-13 Event Highlights 16

Board Members 18

Financial Report 19

About breast cancer 39

Breast Cancer Care WA Annual Report 2012/13

About UsFounded in 2000, Breast Cancer Care WA is a Western Australian charity that provides personalised emotional, practical and financial support to people affected by breast cancer.

This includes women and men with breast cancer, carers and family who have their own challenges and needs through the experience.

Thanks to the generosity of the Western Australian community, all services are free of charge and tailored to meet the needs of each individual.

Breast Cancer Care WA l Annual Report 2012/13 l Page 4 Breast Cancer Care WA l Annual Report 2012/13 l Page 5

Service deliveryWe continue to strive to ensure all Western Australians have access to free breast cancer support that is personalised to their individual needs.

Whilst the fundraising team worked on securing funding to expand the service department, corporate support was gained to appoint a Financial Assistance Officer. This short-term role enabled existing breast care nurses and counsellors to focus more on providing emotional support and a truly comprehensive service due to less time constraints.

In 2012/2013 we gained sufficient funding to expand the services team post year-end to support the continued growth of service delivery. An additional breast cancer nurse and counsellor will be appointed to meet the growing demand of our client base. In addition to one on one work with clients, these new staff will provide the capacity to establish additional support groups and continue our plans for more regular therapy groups.

Events and Marketing Our events remained our key fundraising strength during the year, building on what has sustained the organisation throughout its history.

Our two signature fundraising events had an unprecedented year, with Purple Bra Day increasing its revenue by 14% and the Long Table Lunch increasing by 61%. This resulted in a 12% increase in total fundraising revenue from $1.8m in 2011/2012 to $2.0m in 2012/2013.

The appointment of an Events Officer in January 2012 has further strengthened our capacity to maximise the fundraising potential of these events and better support our community fundraisers to reach their personal fundraising goals. With limited marketing resources, events enable us to engage the community in various ways, maximising our return on investment and increasing brand awareness.

Additional support in the fundraising department will also enable the team to diversify our fundraising streams and build upon programs that previously were not possible due to time constraints. One such area is corporate engagement, which will be a key focus for the 2013/2014 year.

Throughout 2012/2013 we maintained a continued focus on increasing brand awareness to support our fundraising objectives and assist clients to find our services earlier. In the year ahead we will establish a new marketing role within the fundraising department to provide strategic management of the Breast Cancer Care WA brand and ensure full integration of the organisation’s events and fundraising initiatives with the brand.

Thank youWe would like to recognise the continued support of the many individuals, businesses and community groups who undertook fundraising activities and who supported our events through volunteering or participating.

As an independent charity, we would not be in a position to provide the level of personalised care we do, without the support of the WA community, who in conjunction with our own fundraising efforts, enable us to provide all of our services free of charge.

We would also like to recognise the efforts of the Breast Cancer Care WA team, who often create magic within a tight budget, ensuring our limited resources are efficiently and effectively expended.

Investing in the futureThe Board and management team recognise that growth in our services can only be achieved by increasing our income streams and creating a sustainable financial strategy to support our future.

With general donations declining over the last three years, a competitive marketplace and no recurrent government funding, we recognise the need to become more self-sufficient and less reliant on third party funding. As such, a Future Sustainability Fund was established in January 2013 for the purpose of future expansion and a long-term goal of funding our operating costs through this investment strategy. Available cash on hand is reviewed every six months, with any surplus cash invested into the fund. Our goal is to invest 10% of our annual income into the fund with the aim of fully supporting recurrent operating costs in the years to come. This will ensure that future funding streams can be more fully directed to service delivery and increase our focus on directly supporting people affected by breast cancer.

Looking ahead, the Board will continue to pursue its strategy to increase income streams to support the growth in the organisation’s service delivery. This will be achieved by a renewed focus on further building our relationships with key corporate partners and supporting greater engagement between our fundraisers and Breast Cancer Care WA. The appointment of a Community Relations Manager has already led to a review of our engagement strategy, with refreshed marketing and business development plans now in place to support continued income growth in 2013/2014.

Strategic overview and key highlights of 2012-2013

2012/2013 saw the culmination of an extended period of growth, with an increased investment in staff to expand our services and build our fundraising capacity into the future.A full organisational review in January 2012 saw the introduction of a new three year strategy, designed to build upon our existing strengths whilst also diversifying and investing in long term fundraising streams and sustainability.

The strategy also focused on creating the right organisational structure to support the growth of Breast Cancer Care WA and the increasing needs of Western Australian people affected by breast cancer. The work of 2012/2013 has seen the strategy implementation proceed well, with a strong focus on nurturing long term relationships with our stakeholders and ensuring continuous improvement throughout our operations.

Malcolm DayChairman

Donna RendellChief Executive


Chairman and Chief Executive Officer Report

“Since my breast cancer experience last year I have to say the path through the treatments and general disruption to my previously smooth sailing existence was paved with so much support and care from a source I knew nothing about until I met you Aileen. Words can’t really express the variety of ways in which your group supports folk like me. Thank you so much and please know your efforts are totally acknowledged.”Ros


What MakesUs Unique?Founded in 2000, Breast Cancer Care WA is a Western Australian charity that provides personalised emotional, practical and financial support to people affected by breast cancer.

Breast Cancer Care WA is the only service provider in Western Australia that offers a wide range of complementary breast cancer specific support, outside of the hospital system and at all stages of the disease - even when treatment has finished. This is a time for many when they feel abandoned by their specialists and forever changed by their experiences. Our complete understanding of this process enables us to help rebuild client’s lives and create a ‘new normal’.

All of our services are free of charge and together, our multi-disciplinary team of specialists work to find the best solutions to the challenges faced by each individual and their families, which can vary greatly and be highly complex. This approach helps promote the best possible outcomes from their treatment by alleviating daily stresses.

Our team also works closely with nurses and social workers from public and private hospitals to ensure clients are referred to our services once they leave hospital and no longer have access to a breast care nurse or counselling.

We also have established referrals with surgeons, radiation oncologists, cancer care coordinators in country and metropolitan WA, the Breast Cancer Psychology Service, Lymphedema treatment clinic, public breast clinics, Menopause clinic, physiotherapists, Cancer Council, Encore exercise program, prosthesis fitters, Silver Chain, Solaris Care and the Wig Library, as well as for financial counselling.

Working with breast cancer clients on a daily basis provides a unique perspective and insight, enabling us to create programs and services designed for the various stages of a breast cancer journey. An example of this is our new therapy groups which commenced in June 2013. This is the only work in the area of fear and uncertainty in Australia and is already showing great benefits to our clients.

In addition, our counselling is breast cancer specific, while our support groups are further defined by stages of the disease such as advanced breast cancer, or targeting a specific group such as women under 40 or with small children. Groups are facilitated by a counsellor, trained to deal with the complexities of group work in this field.

As clients are often too sick to come to our offices or unable to find child care, our breast care nurses and counsellors provide home visits. They also visit clients in the hospital where a breast care nurse is not employed.

For those living in regional WA, clients have access to our online breast care nurse who moderates weekly chat rooms and is also available for private messaging.

Our financial assistance program assists clients with expenses not covered by other agencies and we also provide one off grants for clients experiencing significant but short term financial difficulty.

During the year, we held 81 monthly support

groups, provided 68 requests for

practical assistance and processed

564 financial assistance claims.

Support was provided not only to those diagnosed with breast cancer, but

also their family and support network.

In 2012/2013

our support services team

consisted of two breast care nurses (1.4 FTE) and

two counsellors (1.5 FTE).

Together they supported over 750 clients

with 3,371 individual occasions of support,

from home and hospital visits

to support over the phone or in person at

our office.

Our services

Highlights 2012/13

“My wife was diagnosed with breast cancer a little over two years ago. Our children were aged four and one at the time. The additional strain this added to the already daunting task of raising kids defies description. Everyone who’s been impacted by this all-too-common disease will have their own story, but one aspect remains the same - it’s almost impossible to cope on your own. The services provided by Breast Cancer Care WA are crucial in supporting people through their cancer journey and helping to speed up the healing process.”

Brett

A Financial Assistance Officer was appointed in March 2013 to enable our

breast care nurses to focus more fully on service provision.

This enabled them to increase the number of follow up calls by 13% in just four months.They were also able to better support clients with metastatic disease who

have specific needs but limited support available to them.

With few services available in the Mandurah/Rockingham area, we also established a

support group in Mandurah in May 2012. In addition, a counsellor provided one on one counselling to people in the region for two

days each month.

In addition to the Mandurah support group, an after-hours group was established and therapy groups were developed ready for

commencement in early 2013/2014.



Emotional, practical and financial supportOur core support services can be divided into three categories - emotional support, practical support and financial support.

Emotional supportSpecialist Breast Care Nurses: Our experienced breast care nurses play a vital role in providing emotional support and information throughout the breast cancer journey and help women interpret their test results, make informed decisions about their treatment and what lifestyle modifications they could make to decrease and manage the disruption to their lives.

Support is provided in person, over the phone and by email as well as home and hospital visits within the metropolitan area.

Our breast care nurses are also providing support services to address specific needs not catered for by other organisations. This includes providing one on one support for clients with metastatic disease and a dedicated support group. Whilst these clients make up a small portion of our client base, they do have significant emotional and physical needs with very limited services outside of Breast Cancer Care WA available to them. These tailored services are essential for clients who have no other alternative means of accessing the support they require.

Counselling: Our counselling service is accessed by clients and their loved ones when they feel that they need additional emotional support and coping strategies. We provide one on one counselling, couple counselling and family therapy throughout the metropolitan area and via telephone to regional clients.

Various issues are addressed including fear, anxiety, acceptance, self-esteem and body-image, stress management, sexuality and intimacy, secondary or metastatic disease, fertility, end of life issues, the impact of diagnosis on the family, communication and supporting bereaved family members.

Breast Cancer Care WA also places importance on the following:

• Listening to our service users.

• Ensuring our services are consumer driven and tailored to meet the needs of the individual.

• Responding appropriately to those needs in a timely manner.

• Collaboration between agencies so as not to duplicate services.

Support Services Values• Comfort: We provide understanding

in a supportive and caring environment.

• Inclusivity: We honour the differences

of individuals, families and communities.

• Empowerment: We help people overcome

adversity through care, education and advocacy.

• Integrity: We are open, honest and

ethical in all/everything we do.

• Innovation: We create unique services to

improve quality of life.

• Teamwork: We work with passion in a

spirit of respect, cooperation and trust.

Counselling services were expanded into the Mandurah/Rockingham area during the year. Initially counselling was offered one day per month, but quickly increased to two to three days per month. With limitations on our resources, a support group was established for these clients so they would have peer support in between visits from our counsellor.

The significant demand for our counselling services has seen plans established to source funding to appoint a third counsellor in 2013/2014.

Support Groups: Our monthly support groups are facilitated by our counsellors and a peer supporter. Each group is different and designed to meet the specific needs of the collective. There are several groups for women with early breast cancer, plus groups for young women, women with advanced breast cancer and young women with advanced breast cancer.

The role of the counselling staff is to support the peer facilitators and diffuse any issues or identify when a client would benefit more from one on one counselling. They also help ease and support new members into the group and follow up clients who have significant needs.

In 2012/2013 our groups increased from 62 to 81 with the commencement of the Mandurah and after-hours group in West Perth. We also provide groups in Heathridge, Melville, Southern River, Leederville and Midland.

The Mandurah group is well attended each month, so much so that a larger venue will need to be sourced to accommodate the numbers. We are also considering breaking the group into two in order to create a new group in Rockingham; however additional counselling staff would be required to facilitate this.

Therapeutic Groups:In June 2013 we commenced the first of our therapy groups around fear and uncertainty. Therapy groups are different to support groups in that they are run weekly for 4-6 weeks and are much more structured. This allows women to undergo intense therapy in a group situation and gain from the experience of the counsellors as well as from other members of the group. This also allows us to work with a greater number of women in a more cost effective way.

Peer Support: Peer support is closely linked to our support groups. The program matches women who have recently been diagnosed with women who are 12 months or more post diagnosis who can offer empathy and support having been in a similar situation. The program also supports men with breast cancer or men supporting partners with breast cancer.

Practical SupportThe Practical Assistance Program supports women with basic living needs following surgery and during treatment including transport to and from appointments, help with looking after children, shopping, cleaning and gardening. This support is predominantly provided by our volunteers who receive specialised training.

Pamper Days:Undergoing treatment for breast cancer can have a significant impact on the way a person looks and feels. Pamper Days offer an experience for the whole body and soul to promote feelings of relaxation, rejuvenation and wellbeing away from the rigors of treatment. Attendees are treated to a range of pampering services including hair/wig styling, skin care, beauty treatments and make-up artistry, plus gourmet food, a new outfit and the end result captured with a professional portrait photograph.

Our services


Information: Each year our services team responds to thousands of telephone calls requesting general information about breast cancer and also provide useful resources via our comprehensive website.

Online Support:Breast Cancer Click is an online community that offers peer support between members and access to group chat sessions moderated by a breast care nurse. ‘The Click’ is especially useful to those living in remote regions of WA who don’t have access to a breast care nurse, as well as those too unwell to travel to support groups but needing to connect with others. Family and friends are also welcome to join and learn more about how to support their loved ones.

Breast Cancer Click, has reached over 7,500 people across Australia, with more than 170,000 page views since April 2011.

Financial Support:A diagnosis of breast cancer can have a serious financial impact. Our program assists those in financial crisis with medical gaps, travel and accommodation expenses for those travelling to Perth for treatment, general household bills, rent or mortgage assistance and even fuel and food.

We also collaborate with the Cancer Council to help access financial assistance for cleaning and utility bills, alleviating the client’s need to go to several different agencies.

Due to rising cost of living expenses, 2012/2013 saw an increase in the number of clients experiencing financial hardship. As a result, the budget for financial support has been increased by 12% for 2013/2014.

A total of 564 applications for financial assistance were processed during 2012/2013, reflecting an increase in the number of clients experiencing significant but short term financial difficulty. Additional funding was sourced for these clients to the value of $37,000.

Services outlook for 2013-14With significant growth in our services over the past two years, 2012/2013 was a year of consolidation to support the securing of funds for further expansion in 2013/2014. Demand for our services is expected to continue to grow, requiring a strong concentration of building our service delivery to reach more people. A third breast cancer nurse has already been appointed to meet the growing demand of our client base and our fundraising department are currently working on securing funding to increase our counselling staff from two to three. In addition to one on one work with clients, these extra staff will provide the capacity to establish additional support groups, provide more support to the Mandurah/Rockingham areas and commit to a 12 month program of therapy groups.

As we plan for our move into the Cancer Wellness Centre, our aim will be to further market our existing services to health professionals and the wider community. We aim to increase direct referrals from health providers to 10% in 2013/2014, up from 5% this year. This will reduce the time between when someone is diagnosed and when they access our services.

These initiatives will seek to ensure our clients find out about us sooner and are provided the right support as they go through their breast cancer journey.

The Cancer Wellness Centres core objective is to leverage the collaboration in order to:• Be a unique and effective provider of excellence in the

field of cancer support, healing, education, self-help and prevention to those who have been touched by cancer;

• Use the Cancer Wellness Centre to strengthen relationships and form new partnerships;

• Achieve better economies of scale; • Undertake fundraising activities to generate funds for the

fulfilment of the objectives of all Cancer Wellness Centre members; and

• Raise awareness of cancer and the various support services available to Western Australians at the Cancer Wellness Centre.

We anticipate the Cancer Wellness Centre will have a very positive impact on Breast Cancer Care WA, assisting us to strengthen our brand, reach more people and reinforce our credibility within the community. It will also offer a more tranquil and nurturing environment for those needing our support.

Through joining the Cancer Wellness Centre, Breast Cancer Care WA aims to achieve the following outcomes for the benefit of the organisation:• Enhance the services provided to people with cancer, their

families and the community.• Strengthen public awareness and credibility.• Extend services to regional areas of WA to reach more

patients.• Reduce administrative and overhead costs to assist in the

long-term sustainability of the organisation.Our gratitude goes to Lotterywest, National Trust and the Brady Cancer Support Foundation for investing in the vision of this unique project that will support the countless Western Australians affected by cancer.

Breast Cancer Care WA will be relocating to the new Cancer Wellness Centre in Cottesloe in July 2014. Having outgrown our current premises, we are looking forward to welcoming clients and supporters to our new home.

Managed by the National Trust, the heritage listed site is currently under development through a $7.5 million building grant from Lotterywest. The project includes extensive refurbishment of the 108 year old Wanslea House and surrounding buildings to create a purpose built facility and landscaping improvements.

The Cancer Wellness Centre will ensure that people with cancer in WA have access to a world class facility dedicated to providing excellence in cancer support, healing, learning and cancer prevention.

Leading the way in collaboration amongst cancer support organisations, the site will be occupied by Breast Cancer Care WA, Cancer Support WA, melanomaWA and the Brady Cancer Support Foundation.

Having complementing cancer support organisations within a shared campus structure will enable joint learning, resources, economies of scale and the ability to attract collaborative funding. Each organisation is represented on the Cancer Wellness Centre Board with the day to day operations of the campus managed by a newly appointed Executive Officer.

The Cancer Wellness Centre aims to facilitate the sharing of ideas, programs and resources and to assist Cancer Wellness Centre members with governance and management structures to ensure long-term sustainability.

Cancer Wellness Centre


CEO’s from the Cancer Wellness Centre member organisations include: Clinton Heal melanomaWA; Donna Rendell Breast Cancer Care WA; Mandy BeckerKnox Cancer Support WA; Ross Taylor Brady Cancer Support Foundation

The Cancer Wellness Centre will ensure that people

with cancer in WA have access to a world class facility

dedicated to providing excellence in cancer support, healing, learning

and cancer prevention.

Our services


Our funding

In line with our three year plan, income was generated from various fundraising programs, events, individual donations, corporate partnerships and grants in 2012/2013.

EventsEvents are the cornerstone of our fundraising, accounting for 64% of our total income. This is primarily achieved through our annual signature events, the Long Table Lunch and Purple Bra Day, as well as events run by our supporters such as the annual Adultshop.com Boobalicious Ball.

Fundraising programsBreast Cancer Care WA maintains a combination of long-term programs to increase income through programs that focus on growth, efficiency, return on investment and sustainability. These initiatives include direct mail campaigns, bequests, work place and matched giving, gifts in lieu and memorial donations, monthly giving and major gifts.

These programs generated 14% of our total income in 2012/2013, but have the potential to increase substantially in the future.

Corporate Partnerships and SponsorshipsSponsorships currently contribute 12% of our total revenue, facilitating the employment of our support services staff, funding our programs and covering operational costs. Sponsorships of this nature are invaluable to the organisation, as they provide the capacity to establish dedicated programs or hire key personnel to help reach more people in need of assistance.

Breast Cancer Care WA has a proven track record in working with sponsors to deliver benefits to their business and the wider community. Some of our key corporate partnerships include:

• Purple Boot Brigade: education program funded by Steel Blue

• Indigenous Program: education and support services funded by BHP Billiton

• Breast Cancer Click: online support program funded by Steel Blue

• Breast Care Nurse salary: funded by McGrath Foundation

• Breast Care Nurse salary: funded by Brady Cancer Support Foundation

• Rent contribution: funded by Brady Cancer Support Foundation

• Financial assistance grants for clients: funded by WA Charity Direct

The corporate organisations and Foundations listed above have been long term partners and we appreciate their ongoing support.

General donationsGeneral donations are lower than in previous years at only 5% of our total income. An increased number of natural disasters and a more challenging economic climate were the primary causes for this trend. As general donations will consistently be affected by external factors, it is difficult to accurately predict expected income of this nature over time. While this is an issue affecting the not-for-profit sector as a whole, Breast Cancer Care WA is taking proactive steps to address this uncertainty and build a more self-sufficient funding model. To achieve this, the Board engaged JBWere to manage a portfolio of investments, with the long-term goal of funding our operating costs through our Future Sustainability Fund. Interest generated by our investments totalled 3% of our total income and should grow year on year

In-Kind SupportIn addition to financial support, partnerships with local businesses willing to provide goods and services in-kind are also crucial to our operations as they dramatically reduce our expenses. This is especially true for our fundraising events. Our supporters once again showed great loyalty and generosity in 2012/2013.

Volunteers also provide their time and support which is essential for realising the organisation’s vision. Over 3,000 hours were donated to various events and administration support, saving the organisation over $90,000.

In communicating with the public, we also rely heavily on the pro bono support of various media outlets to help people with breast cancer find us sooner and to support our fundraising activities.

The value of in-kind support cannot be underestimated and we take great pride in managing these relationships in line with our

values. In 2012/2013 over $450,000 in goods and services were donated to the organisation in the form of marketing support, beverages, equipment and services, prizes and IT support. The generosity of these businesses to provide their goods and services pro bono ensures our limited funds can be allocated to where they are really needed, rather than on operational requirements.

Where the money goesOur capacity to provide services to the WA community is reliant on the success of our fundraising. Income generated each year is invested in continuing our services and general operations. Annually, our largest expense is the cost of employing staff. As an organisation that provides specialist services and raises its own funds, our staff are our number one asset. Having the right people to support those affected by breast cancer is essential to ensuring Breast Cancer Care WA can make a real difference through its operations.

The Board and Management team are committed to ensuring as many funds as possible are directed to service provision, with a strong focus on minimising administrative and fundraising costs. During 2012/2013, every dollar spent on fundraising generated $2.89, a return on investment of 189%. This result has ensured a significant investment in service provision, whilst also maintaining the highest standards of accountability and transparency in our administrative structures.

Support ServicesIn 2012/2013, 42% of our expenses were allocated to our support services. This includes employment of specialist staff, various programs and financial assistance.

In October 2012 a grant was sourced to employ a Financial Assistance Officer. This key position ensured our existing breast care nurses were able to focus more fully on service provision by reducing their administrative duties. This extra capacity also

“Breast Cancer Care WA has made such an enormous difference to the lives of so many

people and in doing so empowered many younger women to take control of not only their illness, but also their lives with the

aim of living better. This outstanding group of people deserves all the gratitude

we have for their incredible role they play in our community.”

Ross

Funding Breakdown Events Fundraising programs Corporate partnerships and sponsorship Donations Investment Income Merchandise

64%

2%3%5%

12%

14%


Our funding

provided the fundraising team additional time to source the required funding to increase our breast care nurses from two to three by July 2013 and a third counsellor by September 2014.

Two new support groups were also established, while our new therapy groups commenced following financial year end.

FundraisingOur investment in fundraising received a significant boost with the recruitment of a senior fundraiser and an events coordinator. The appointment of these key positions has seen an increase in our direct mail income and ensured greater capacity to manage fundraising events going forward. With these positions now established, the Board and management team has set new growth targets across its programs to maximise the benefits of these additional resources.

Fundraising outlook for 2013-2014In 2013/2014, we aim to build on the generous support of our corporate partners to secure ongoing funding for the two new support services roles.We have also identified the need for more services in the Mandurah/Rockingham area and into the south west. This expansion of services would require additional people and financial resources.

Our current three year plan is focused on confirming the long-term sustainability of our existing roles, with the expansion into the south west a stretch target once this is achieved.

Our investment into back office staff will see our fundraising team relieved of various administration tasks, allowing them to focus solely on income generation. This will ensure a greater emphasis on increasing our return on investment, with more time to evaluate and improve our existing fundraising activities whilst also developing new opportunities.

Fundraising values

Breast Cancer Care WA respects the decision of its donors to choose to donate to our organisation and will always treat each donor and their donation with respect and careful consideration. This will be achieved by:

• Integrity: treating all donors and fundraisers with respect and responding to their enquiries in a professional manner, demonstrating transparent procedures and handling of all funds received.

• Timeliness: in all instances, respond to a gift received within 72 hours of it being received.

• Personalised: taking the time to understand our donors, recognising their contributions and preparing relevant and meaningful correspondence and communications.

Expenses Breakdown Support Services Fundraising Administration

42%

40%

18%


2012-13 Event Highlights


Board Members

Breast Cancer Care WA is governed by a committed voluntary board of Directors with diverse skills and experience; guiding the executive management team to ensure the continued success of Breast Cancer Care WA.

The Board is responsible for setting the long term strategic direction necessary to meet the organisation’s vision and meets monthly to review financial performance and KPIs.

Executive Management Team

Malcolm DayChairman

Simon MartinVice Chairman

Steve Mummery Director

Bonnie BullockDirector

Ralph Winter Director

Dr Corinne JonesDirector

Donna RendellChief Executive Officer

Cathie SmithSupport Services

Manager/Counsellor

Emma Stenhouse Partnerships &

Marketing Manager

Board of Directors

Breast Cancer Care WA Inc Annual Financial Report 2012/13

Table of ContentsInformation Register 20

Directors’ report 21

Directors’ qualifications, experience & special responsibilities 23

Statement of profit or loss and other comprehensive income 24

Statement of financial position 25

Statement of changes in funds 26

Statement of cash flows 27

Notes to the financial statements 28

Directors’ declaration 36

Independent audit report 37


Financial Report For the year ended 30 June 2013

Directors’ ReportOur directors present this report of Breast Cancer Care WA Inc.

BoardThe names of each person who has been a director during the year and at the date of the report are:

Name Date Appointed Date Ceased

Malcolm Day 2004 CurrentStephen Mummery August 31, 2007 CurrentSimon Martin February 19, 2009 Current Dr Corinne Jones March 18, 2009 CurrentJane Loring May 16, 2012 Friday

January 24, 2013 Deceased

Bonnie Bullock May 16, 2012 CurrentRalph Winter May 16, 2012 Current

Principal ActivitiesThe principal activities of Breast Cancer Care WA in the course of the financial year consisted of providing personalised emotional, practical and financial support and care to people affected by breast cancer and educating the community to increase awareness and early detection of breast cancer.

Support services are tailored to a broad range of specific client needs; however our core services are best defined through three categories being; emotional, practical and financial support.

Emotional supportSpecialist Breast Care Nurses: Breast care nurses play a vital role in providing emotional support and information at various phases across the continuum of care including diagnosis, treatment, rehabilitation, follow-up and palliative care.

In 2013, a third breast care nurse was appointed, increasing our capacity to not only service more clients but also allocate more time with each individual thereby providing a more comprehensive service.

Counselling: Our qualified counsellors provide one on one counselling to clients and their family throughout the metropolitan area and including Mandurah. Telephone counselling is provided to those living in regional WA.

In 2013, a third counsellor was appointed, increasing our capacity to service more clients, but also establish new support groups and therapy groups.

Support Groups: We currently facilitate 10 monthly support groups throughout the metropolitan area, including Mandurah. Studies have identified physical and emotional benefits for those attending support groups hence our investment in establishing new groups.

Therapy groups: In 2013 we piloted our first therapy group and with a third counsellor will be in a position to offer these more regularly. Running weekly for 6 weeks, clients undergo intense therapy in a group situation and gain from the experience of the counsellors as well as from other members of the group. As with support groups, studies have identified many positive outcomes for attendees.

Practical supportPractical Assistance: Following surgery and during treatment, we provide help with basic living needs including; transport to and from appointments, help with looking after children, shopping, cleaning and gardening. This is provided predominantly by our volunteers.

Information and Referrals: We operate as an information service and also provide referrals to other agencies for financial counselling, wigs, prosthesis and lymphedema treatment etc.

Financial SupportA diagnosis of breast cancer can have a serious financial impact, especially if a woman is unable to work during treatment and her family is reliant on two incomes. Each year we process over 500 financial assistance requests.

Education ProgramsCurrently, one in eight women will be diagnosed with breast cancer in their lifetime. Early detection can dramatically affect their prognosis, therefore our education initiatives seek to teach women of all ages to be breast aware and develop good breast health habits.

Indigenous Support and EducationBreast cancer is the most common cancer experienced by Aboriginal and Torres Strait Islander women, with 1 in 15 expected to be diagnosed in their lifetime. Research shows that Indigenous women have a significantly lower survival rate compared with non-Indigenous women. Our Indigenous program seeks to educate the community about the importance of being breast aware and provide support services to those diagnosed.

Information Register ABN 77 221 238 430

Board of DirectorsRole Name

Chairman Malcolm Day

Vice Chairman Simon Martin

Director Stephen Mummery

Director Dr Corinne Jones

Director Bonnie Bullock

Director Ralph Winter

Registered Office 1034 Wellington Street WEST PERTH WA 6005

Bankers National Australia Bank 464 Hay Street SUBIACO WA 6008

ANZ Bank 1275 Hay Street WEST PERTH WA 6005

Auditors BDO Audit (WA) Pty Ltd 38 Station Street SUBIACO WA 6008


Results From Operations

Operations Review A surplus of $313,579 (2012 $322,400) was made during the course of 2013 compared to the budgeted deficit of $238,795. This was primarily due to greater than budgeted returns from fundraising activities.

Our total revenue to 30 June 2013 is attributable to the following sources:

Events: 64%

Fundraising Programs: 14%

Sponsorship & Grants: 10%

Investment Income: 3%

Donations: 5%

Other: 4%

The application of those funds for the year ended 30 June 2013 was as follows:

Support Services: 36%

Fundraising Expenses: 33%

Administration Costs: 16%

Total Applied Funds 85%

Further details of Breast Cancer Care WA Inc. results can be found in notes 3 and 4 to the financial statements.

Combined with our success in delivering key services and activities in 2012/13, Breast Cancer Care WA Inc has accumulated 15% of total revenue. The accumulation of these funds has contributed to the increase in our cash and invested funds by $360,073 to $2,384,530 for the year ended 30 June 2013 (2012 $2,024,457).

In terms of expenses, fundraising and administration expenses were largely in line with budget. Services expenses were lower than budgeted due mainly to less expenditure for the Indigenous Program, due to the role being vacant for four months.

Strategic HorizonWe continue to endeavour to meet and surpass our goals in providing support services for all Western Australians whose lives have been affected by breast cancer.

Further, the higher than forecast surplus has strengthened our ability to invest a portion of income into a sustainability fund that in time will assist with administration costs of the entity, so that a greater proportion of our fundraising revenue can be directed to our service provision.

Signed in accordance with a resolution of the directors

For and on behalf of the Board:

Malcolm Day Director and Chairman Perth, 23/10/2013

Simon Martin Director and Vice-Chairman Perth, 23/10/2013

Directors’ Report For the year ended 30 June 2013

Directors’ Qualifications, Experience and Special Responsibilities

Name Qualifications Experience Special responsibilities

Malcolm Day Bachelor of Applied Science Surveying and Mapping, Licensed Surveyor

Previously employed as a Senior Civil Engineer. Founder and Director of Adultshop.com Ltd (listed on the Australian Stock Exchange 1999 but now 100% owned by Malcolm), non-executive Director of Paynes Find Gold Ltd (listed on the Australian Stock Exchange), previously a member of the Australian Institute of Company Directors.

Chairman Investment Committee

Simon Martin BComm, CA General Manager – Network Ten Perth, for the last 7 years. Prior to being General Manager Simon was the Finance Manager for both the Perth and Adelaide stations within the Ten Network.

Vice Chairman Investment Committee

Steve Mummery 25 years in media industry. Four years as General Manager of Telethon managing $16.8m of funds per year

Marketing and Communications

Dr Corinne Jones MBBS (UWA) FRACS FRCS Full time, private Breast, Thyroid & Parathyroid Surgeon, working and consulting at St John of God Hospital in Subiaco.

Professional Recognition, Personalised Care

Bonnie Bullock BArts. Member of PRIA. Director of Saranac PR. Bonnie has worked in public relations for over 16 years spanning the USA, Sydney and Perth. Bonnie has extenstive experience in media relations, issues + crisis management and corporate profiling.

Marketing and Communications

Ralph Winter BComm, GAICD Non-Executive Director of Moho Minerals NL; Director of Towering Giraffe Pty Ltd and owner of Resi Subiaco. Ralph has worked for 10 years in various industries (mostly mining) with extensive commercial experience and a strong focus on finance acquisition, public and investor relations, business management and marketing.

Investment Committee


Financial Report For the year ended 30 June 2013

Statement of Profit or Loss and Other Comprehensive Income

FOR THE YEAR ENDED 30 JUNE 2013

Notes 2013 2012

REVENUE $ $

Fundraising Income 3a 1,904,911 1,683,818Investment Income 3b 63,615 98,943Other Income 3c 74,412 75,365Total Revenue & Other Income 2,042,938 1,858,126

EXPENSES

Support Services Expenses

Employment expenses 4a (410,282) (262,595)Program expenses 4b (143,741) (133,894)Financial assistance (125,662) (138,049)Other expenses 4c (48,309) (39,309)Total Services Expenses (727,994) (573,847)

Fundraising Expenses

Employment Expenses 4a (443,619) (333,770)Fundraising expenses (240,225) (207,536)Total Fundraising Expenses (683,844) (541,306)

Administration Expenses

Employment Expenses 4a (121,296) (261,674)General Operations (176,853) (153,880)Marketing Expenses (19,372) (5,019)Total Administration Expenses (317,521) (420,573)

Total Expenses (1,729,359) (1,535,726)

Net surplus for the year 313,579 322,400

Other Comprehensive Income - -

Total Comprehensive Income for the year 313,579 322,400

The statement of profit or loss and other comprehensive income is to be read in conjunction with the attached notes.

Statement of Financial Position

AS AT 30 JUNE 2013

Notes 2013 2012

$ $

ASSETS

Current Assets

Cash and cash equivalents 5 1,382,423 2,024,457Trade and other receivables 6 42,124 33,943Inventories 7 9,021 10,988Total Current Assets 1,433,568 2,069,388

Non-Current Assets

Plant and equipment 8 14,506 32,144Financial Assets 9 1,002,107 -Total Non-Current Assets 1,016,613 32,144

TOTAL ASSETS 2,450,181 2,101,532

LIABILITIES

Current Liabilities

Trade and other payables 10 64,837 31,311Provisions 11 43,117 44,000Total Current Liabilities 107,954 75,311

Non-Current Liabilities

Provisions 11 13,238 10,811Total Non-Current Liabilities 13,238 10,811

TOTAL LIABILITIES 121,192 86,122

NET ASSETS 2,328,989 2,015,410

FUNDS

Accumulated Funds 2,328,989 2,015,410TOTAL FUNDS 2,328,989 2,015,410

The statement of financial position is to be read in conjunction with the attached notes.


For the year ended 30 June 2013Financial Report

Statement of Changes in Funds


Accumulated Funds

$

Balance at 30 June 2011 1,693,010

Total comprehensive income for the year 322,400Balance at 30 June 2012 2,015,410

Total comprehensive income for the year 313,579Balance at 30 June 2013 2,328,989

The statement of changes of funds is to be read in conjunction with the attached notes.

Statement of Cash Flows


Notes 2013 2012

$ $

Cash flows from operating activities

Receipts From: Fundraising Income 1,896,901 1,701,554 Investment Income 91,381 109,703 Other Income 74,413 75,365 Payments to suppliers & employees (1,674,758) (1,507,897)Net cash from operating activities 13 387,937 378,725

Cash flows from investing activities

Purchase of property plant and equipment (1,952) (4,252)Purchase of Financial Assets (1,028,019) -Net cash used in investing activities (1,029,971) (4,252)

Net increase/(decrease) in cash and cash equivalents (642,034) 374,473

Cash and cash equivalents at the beginning of the financial year 2,024,457 1,649,984Cash and cash equivalents at the end of the financial year 5 1,382,423 2,024,457

The statement of cash flows is to be read in conjunction with the attached notes.


For the year ended 30 June 2013Notes to the Financial Statements 30 June 2013

1. Corporate Information The financial statements of the not-for-profit company,

Breast Cancer Care WA Inc for the year ended 30 June 2013 were authorised for issue in accordance with a resolution of the directors on October 23, 2013.

Breast Cancer Care WA Inc. is an incorporated association operating exclusively in Australia. The nature of the entity’s operations and principal activities are described in the director’s report.

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 Associations Incorporations Act [WA], Australian Accounting Standards – Reduced Disclosure Requirements, other authoritative pronouncements of the Australian Standards Board and Urgent Issues Group Interpretations.

The directors have determined that Breast Cancer Care WA Inc is permitted to apply the Tier 2 reporting requirements (Australia Accounting Standards – Reduced Disclosure Requirements) as set out in AASB 1053 Application of tiers of Australian Accounting Standards because it is a not-for-profit private sector entity that does not have public accountability. The authorisation for the issue of these accounts is in accordance with a resolution of the directors on October 23, 2013.

AASB 13 Fair Value measurement The effective date of AASB 13 is annual reporting periods

beginning on or after 1 January 2013. AASB clarifies the definition of fair value and requires highest and best use to be used in determining the value of non-financial assets.

Historical Cost Accounting. The financial statements have been prepared on the basis

of historical cost.

Functional Currency. The financial report is presented in Breast Cancer Care WA

Inc.’s functional currency which is the Australian dollar.

(b) Significant accounting judgements, estimates and assumptions

The preparation of financial statements requires management to make judgements, estimates and assumptions that affect the application of policies and reported amounts of assets, liabilities, income and expenses. The estimates and associated assumptions are based on historical experience and other various factors that are believed to be reasonable under the circumstances, the results of which form the basis of making the judgements. Actual results may differ from these estimates.

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period or in the period of

the revision and future periods if the revision affects both current and future periods.

Significant accounting judgements The entity has entered into leases of premises and office

equipment as disclosed in Note 12. Management has determined that all of the risks and rewards of ownership of these premises and equipment remain with the lessor and has therefore classified the leases as operating leases.

Significant accounting estimates and assumptions The key estimates and assumptions that have a significant

risk of causing a material adjustment to the carrying amounts of certain assets and liabilities within the next annual reporting period are:

Make good provisions Provisions for future costs to return certain leased premises

to their original condition are based on the entities past experience with similar premises and estimates of likely restoration costs determined by the entity’s property manager. These estimates may vary from the actual costs incurred as a result of conditions existing at the date the premises are vacated.

Provisions for employee benefits Provisions for employee benefits payable after 12 months

from the reporting date are based on future wage and salary levels, experience of employee departures and periods of service, as discussed in Note 2(m).

The amount of these provisions would change should any of these factors change in the next 12 months.

(c) Revenue recognition Revenue is recognised to the extent it is probable that the

economic benefits will flow to Breast Cancer Care WA and the revenue can be reliably measured. The following specific recognition criteria must also be met before revenue is recognised:

(i) Donations and sponsorships Donations and sponsorships are recognised on a receipts

basis when the amount can be measured reliably. (ii) Rendering of services Revenue from services is recognised when the control of a

right to be compensated for the services has been attained. This occurs upon provision of the agreed service. All revenues received prior to date of service are recognised as a liability for advanced bookings.

(iii) Investment income Investment income comprises interest and dividends and

trust distributions. Interest income is recognised as it accrues, using the effective interest method.

Dividends and distributions from entities are recognised when the right to receive the income has been established.

(iv) Sale of Goods Revenue is recognised when the significant risks and

rewards of ownership of the goods have passed to the buyer and the costs incurred or to be incurred in respect of the

transaction can be measured reliably. Risks and rewards of ownership are considered passed to the buyer at the time of delivery of the goods to the customer.

(d) Grants Sponsorships and grants are recognised when there is

reasonable assurance that the grant will be received and all attaching conditions will be complied with. When the grant relates to an expense item, it is recognised as income over the periods necessary to match the grant on a systematic basis to the costs it is intended to compensate.

(e) Expenditure All expenditure is accounted for on an accruals basis and

has been classified under headings that aggregate all costs related to the category. Where costs cannot be directly attributed to a particular category they have been allocated to activities on a basis consistent with use of the resources.

Fundraising costs are those incurred in seeking voluntary contributions by donation and do not include costs of disseminating information relating to the activities carried on by the entity.

Service costs are those costs directly incurred in supporting the objects of the entity.

Administration costs are those incurred in connection with administration of the entity and compliance with constitutional and statutory requirements.

(f) Cash and cash equivalents Cash and short-term deposits in the statement of financial

position comprise cash at bank and in hand, and short term deposits with an original maturity of six months or less.

For the purposes of the Cash Flow Statement, cash and cash equivalents consist of cash and cash equivalents as defined above, net of outstanding bank overdrafts.

(g) Trade and other receivables Trade receivables, which generally have 30-90 day terms,

are recognised and carried at original invoice amount less an allowance for any uncollectible amounts.

An allowance for doubtful debts is made when there is objective evidence Breast Cancer Care WA will not be able to collect the debts. Bad debts are written off when identified.

(h) Inventories Inventories are required to be valued at the lower of cost

and current replacement cost. Costs incurred in bringing each product to its present location and condition. Current replacement cost is the cost that would be incurred to acquire the inventories at reporting date. Net realisable value is the estimated selling price in the ordinary course of business, less estimated costs of completion and the estimated costs necessary to make the sale.

(i) Plant and Equipment Plant and equipment is stated at cost less accumulated

depreciation and any accumulated impairment losses. Depreciation is calculated on a straight-line basis over the

estimated useful life of the assets as follows: Plant and equipment 3 to 5 years Leasehold improvements 5 - 10 years Motor Vehicles 5 years The assets’ residual values, useful lives and amortisation

methods are reviewed, and adjusted if appropriate, at each financial year end.

Impairment The carrying values of plant and equipment are reviewed for

impairment at each reporting date, with recoverable amount being estimated when events or changes in circumstances indicate that the carrying value may be impaired.

The recoverable amount of plant and equipment is the higher of fair value less costs to sell and value in use. In assessing value in use, the estimated future cash flows are discounted to their present value using a pre-tax discount rate that reflects current market assessments of the time value of money and the risks specific to the asset.

For an asset that does not generate largely independent cash inflows, recoverable amount is determined for the cash-generating unit to which the asset belongs, unless the asset’s value in use can be estimated to be close to its fair value.

Impairment exists when the carrying value of an asset or cash-generating units exceeds its estimated recoverable amount. The asset or cash-generating unit is then written down to its recoverable amount.

(j) Available-for-sale financial assets Available-for-sale assets are those financial assets that

are designated as available-for-sale. When available-for-sale financial investments are recognised initially, there are measured at fair value. Any available-for-sale financial investments donated to the company are recognised at fair value at the date of company obtains control of the asset.

After initial recognition available-for-sale financial investments are measured at fair value with gains or losses being recognised in other comprehensive income until the investment is derecognised or until the investment is determined to be impaired, being either a significant or prolonged declined in value below cost, at which time the cumulative gain or loss previously recognised in other comprehensive income is reclassified to the statement of profit or loss and other comprehensive income.

The fair value of investments that are actively traded in organised financial markets is determined by reference to quoted market bid prices at the close of business on the reporting date. For investments with no active market, fair value is determined using valuation techniques. Such techniques include using recent arm’s length market transactions, reference to the current market value of another instrument that is substantially the same, discounted cash flow analysis and option pricing mode.



(k) Impairment of available-for-sale financial assets Breast Cancer Care follows the guidance of AASB 139

Financial Instruments: Recognition and Measurement to determine when an available-for-sale

financial asset is impaired. This determination requires significant judgement. In making this judgement, the group evaluates, among other factors, the duration and extent to which the fair value of an investment is less than its cost.

(l) Trade and other payables Trade payables and other payables are carried at amortised

costs and represent liabilities for goods and services provided to Breast Cancer Care WA prior to the end of the financial year that are unpaid and arise when Breast Cancer Care WA becomes obliged to make future payments in respect of the purchase of these goods and services.

(m) Provisions Provisions are recognised when Breast Cancer Care WA

has a present obligation (legal or constructive) as a result of a past event, it is probable that an outflow of resources embodying economic benefits will be required to settle the obligation and a reliable estimate can be made of the amount of the obligation.

When Breast Cancer Care WA expects some or all of a provision to be reimbursed, for example under an insurance contract, the reimbursement is recognised as a separate asset but only when the reimbursement is virtually certain. The expense relating to any provision is presented in the statement of comprehensive income net of any reimbursement.

If the effect of the time value of money is material, provisions are discounted using a pre-tax rate that reflects the risks specific to the liability. When discounting is used, the increase in the provisions due to the passage of time is recognised as a borrowing cost.

(n) Employee entitlements (i) Wages, salaries, annual leave and sick leave Liabilities for wages and salaries, including non-monetary

benefits, annual leave and accumulating sick leave expected to be settled within 12 months of the reporting date are recognised in other payables 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. Liabilities for non-accumulating sick leave are recognised when the leave is taken and are measured at the rates paid or payable.

(ii) 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 using the projected unit credit method.

(o) Leases Operating lease payments are recognised as an expense in

the statement of comprehensive income on a straight-line basis over the lease term.

(p) Finance Leases Leases where the lessee has substantially all the risks

and rewards of ownership are classified as finance leases. Finance leases are capitalised at the inception of the lease at the fair value, or present value, of the leased property. The finance cost is charged to the statement of comprehensive income at a constant rate over the lease period, and the property is depreciated over the shorter of the asset’s lease term or its useful life.

(q) Income tax Breast Cancer Care WA Inc. is exempt from the payment

of income tax under the provisions of Section 50-45 of the Income Tax Assessment Act 1997. The entity holds deductible gift recipient status.

(r) Other taxes Revenues, expenses and assets are recognised net of

the amount of GST except:- when 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; and

- 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.

Cash flows are included in the Cash Flow Statement on a gross basis and the GST component of cash flows arising from investing and financing activities, which is recoverable from, or payable to, the taxation authority are classified as operating cash flows.

Commitments and contingencies are disclosed net of the amount of GST recoverable from, or payable to, the taxation authority.

2013 2012

$ $

3. Revenue(a) Fundraising Income: Donations 100,801 82,525 Fundraising programs 277,556 251,259 Events 1,309,904 1,052,434 Sponsorships and grants 216,650 297,600

1,904,911 1,683,818

(b) Investment Income Interest income 85,037 98,943 Dividend income 4,490 - Impairment expense (25,912) -

63,615 98,943

(c) Other Income Merchandise 37,394 32,807 Financial Assistance grants 37,018 42,558

74,412 75,365

4. Expenses(a) Salaries Salaries (848,737) (747,496) Workers Compensation Insurance (2,239) (1,998) Superannuation (74,891) (63,572) Clinical Supervision & Professional Development (15,517) (9,045) Contractors (31,271) (29,019) Human Resources (2,542) (6,909)

(975,197) (858,039)

The above employment expenses have been allocated as follows based on the purpose for which the amount relates:

Support Services (410,282) (262,595) Fundraising (443,619) (333,770) Administration (121,296) (261,674)

(975,197) (858,039)

(b) Program expenses: Education Program (93,722) (103,011) Indigenous Program (50,019) (30,883)

(143,741) (133,894)

(c) Other expenses Support (16,733) (12,449) Wellness Programs (777) (1,469) Volunteers (1,870) (288) Newsletters (28,717) (25,043) Library (212) (60)

(48,309) (39,309)



2013 2012

$ $

5. Cash and Cash EquivalentsCash at bank and in hand 591,399 261,387Short-term deposits 791,024 1,763,070

1,382,423 2,024,457

Cash at bank earns interest at floating rates based on daily bank deposit rates. Short-term deposits are made for varying periods of between one day and six months, depending on the immediate cash requirements of Breast Cancer Care WA, and earn interest at the respective short-term deposit rates.

6. Trade and Other ReceivablesTrade debtors 10,275 2,265Net goods & services tax receivable 19,648 17,073Other receivables 12,201 14,605

42,124 33,943

Trade receivables, which generally have 30-90 day terms, are recognised and carried at original invoice amount less an allowance for any uncollectible amounts. An allowance for doubtful debts is made when there is objective evidence that Breast Cancer Care WA will not be able to collect the debts. Bad debts are written off when identified.

7. Inventories (Current)Merchandise (at cost) 9,021 10,988

Total inventories at the lower of cost and net realisable value 9,021 10,988

8. Plant And EquipmentMotor

VehicleFurniture &

FixturesOffice

EquipmentTrademarks and

LicencesTotal

$ $ $ $ $COST OR FAIR VALUE

At 30 June 2012 26,690 7,644 68,142 1,410 103,886 Additions - - 1,952 - 1,952 Disposals - - - - - At 30 June 2013 26,690 7,644 70,094 1,410 105,838

ACCUMULATED DEPRECIATION

At 30 June 2012 26,690 5,197 38,955 900 71,742 Depreciation charge for the year - 686 18,904 - 19,590 Disposals - - - - - At 30 June 2013 26,690 5,883 57,859 900 91,332

NET CARRYING AMOUNT

At 30 June 2012 - 2,447 29,187 510 32,144 At 30 June 2013 - 1,761 12,235 510 14,506

2013 2012$ $

9. Available-For-Sale Financial Assets (Non Current)Listed investments at fair value in: Fixed interest securities 316,528 - Shares in Listed Entities 509,470 Interests in Managed Funds – Australian 71,187 Interests in Managed Funds – International 104,922

1,002,107 -

-Movement in available-for-sale financial assets - Balance at 1 July - Purchases 1,028,019 - Disposals - Impairment Expense (25,912) - Balance at 30 June 1,002,107 -

All Shares have no fixed maturity date or coupon rate.

Fixed-interest-securities include corporate bonds, convertible notes and hybrid securities which have coupon rates varying from 4 per cent to 7 per cent and maturity dates ranging from October 2014 to September 2037. The market value of these securities fluctuates from time to time.



2013 2012

$ $

10. Trade and Other Payables (Current)Visa Cards 8,503 4,331Trade Creditors 18,819 203Other Creditors 12,515 13,155Accruals 25,000 13,622

64,837 31,311

Trade and other payables are carried at amortised costs and represent liabilities for goods and services provided to Breast Cancer Care WA prior to the end of the financial year that are unpaid and arise when Breast Cancer Care WA becomes obliged to make future payments in respect of the purchase of these goods and services.

2013 2012

$ $

11. ProvisionsCurrentEmployee entitlements – annual leave 43,117 44,000

43,117 44,000

Non-CurrentEmployee entitlements – long service leave 13,238 10,811

13,238 10,811

2013 2012

$ $

12. Commitments and ContingenciesOperating lease commitments – Entity as lessee

Future minimum rentals payable under non-cancellable operating leases as at 30 June are as follows:Within one year 72,251 72,251After one year and not later than five years - -

72,251 72,251

Note 2013 2012

$ $

13. Reconciliation of Net Surplus for the Year to Net Cash Flow from OperationsNet Surplus for the year 313,579 322,400 Depreciation 8 19,590 18,496Market movement in available-for-sale assets 9 25,912 -

(Increase)/Decrease in Assets Receivables (8,180) 27,225 Inventories 1,967 (1,949)

Increase/(Decrease) in Liabilities Trade creditors and accruals 33,526 (10,137) Provision for employee benefits 1,543 22,690

Net cash inflow from operating activities 387,937 378,725

14. Related Parties and Related Party TransactionsDirectors’ compensation

The directors act in an honorary capacity and receive no compensation for their services.

Transactions with Director related entities

No payments were made to any director related entities during the year.

Key management personnel

The names and positions of those having authority for planning, directing and controlling the company’s activities, directly or indirectly (other than directors), are:

Donna Rendell, Chief Executive Officer

Cathie Smith, Support Services Coordinator

2013 2012

$ $

15. Auditor’s RemunerationAmounts received or due and receivable by auditors BDO Audit (WA) Pty Ltd of Breast Cancer Care WA Inc. for:- an audit of the financial statements 1,500 1,500

16. Events After the Reporting DateNo matter or circumstance has arisen that has significantly affected, or may significantly affect, the operations of Breast Cancer Care WA Inc., the results of those operations or the state of affairs of Breast Cancer Care WA Inc. in subsequent years.

In the opinion of the Board of Directors of Breast Cancer Care WA Inc:

1. The financial statements set out on pages 6 to 19 present fairly the financial position of Breast Cancer Care WA Inc as at 30 June 2013 and its performance for the year ended on that date in accordance with the Australian Accounting Standards – Reduced Disclosure Requirements and the requirements of the Associations Incorporation Act (WA);

2. There are reasonable grounds to believe the company will be able to pay its debts as and when they become due and payable.

3. The Association is complying with the Charitable Collections Act (1946) and the Charitable Collections Regulations (1947).

This statement is made in accordance with a resolution of the Board and is signed on behalf of the Board by:

Malcolm Day Simon Martin Director and Chairman Director and Vice-ChairmanPerth, October 23, 2013 Perth, October 23, 2013

Directors’ Declaration


About Breast CancerBreast cancer is the most common cancer affecting women. In 2014, it is estimated that 15,270 Australian women will be diagnosed with breast cancer; however it is important to remember that most women survive breast cancer.

Breast cancer in men is rare with the latest statistics recording 113 Australian men diagnosed in 2008.

Breast cancer in 2014• One in eight Australian women will be diagnosed

with breast cancer before the age of 85.• It is estimated that in 2014, 15,270 Australian women

will be diagnosed with breast cancer or approximately 42 each day.

• 1,501 of those will be Western Australian women.• The incidence of breast cancer in Australia is increasing

and by 2020, it is estimated that there will be 17,210 new cases of breast cancer diagnosed in women or approximately 47 every day.

• Breast cancer is the most common cancer diagnosed in women, including Aboriginal and Torres Strait Islander women.

• A woman’s risk of developing breast cancer increases with age, with the average age of first diagnosis in women being 60 years. 75 per cent of new cases of breast cancer develop in women over the age of 50.

• Approximately 5–10% of breast cancers are due to a strong family history or a known genetic mutation.

• The number of men diagnosed with breast cancer in Australia increased from 61 in 1982 to 113 in 2008.

Breast cancer survival• The five year survival rate for women diagnosed with breast

cancer is 89%. Improvements in survival are attributed to earlier detection of breast cancer through regular mammograms, regular self-examinations and improved treatment outcomes for breast cancer.

• In 2008, there were 159,325 women alive who had been diagnosed with breast cancer in the previous 27 years.

Breast cancer mortality• Breast cancer is the second leading cause of cancer-related

death in Australian women, accounting for 15.5 per cent of all cancer deaths in women.

• It is estimated that 2,700 Australian women will lose their lives to breast cancer in 2014.

• In 2007, there were 2,706 deaths from breast cancer (2,680 women and 26 men) or on average, seven deaths every day.

WA statistics • In 2010, 1444 women were diagnosed with breast cancer in

Western Australia. • In 2010, 237 women died from the disease in WA.

WA trends and projections on incidence of breast cancer 2012 1440 cases 2013 1470 cases 2014 1501 cases 2019 1658 cases

SourcesCancer AustraliaThe Western Australian Cancer RegistryAustralian Institute of Health and Welfare & Cancer Australia 2012. Breast cancer in Australia: an overview. Cancer series no. 71. Cat. No. CAN 67. Canberra: AIHW.

Breast Cancer Care WA Incorporated1034 Wellington Street, West Perth WA 6005 l PO Box 250, West Perth WA 6872

Telephone 08 9324 3703 l Facsimile 08 9485 2593 l Email [email protected]

www.breastcancer.org.auLicensing No. 20425 l ABN 77 221 238 430 l DGR 900 496 628

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Annual Report 2012 -2013

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