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ROLE MODELS AND LEADERS AUSTRALIAAnnual ReportFor the Year Ended 31 December 2017

&leaders australiadeveloping young leaders for tomorrow

Role Models and Leaders Australia | Annual Report 2017

Develop a Girl

Change a Community

ContentsHighlights of 2017 04

About us 05

Organisational structure 06

Meet our board 07

Our Girls Academy program 08

Closing the gap 09

What our girls have to say? 10

Review of operations 2017 12

Directors’ Report 16

Auditor’s Independence Declaration 18

Financial Statements and Notes to the Financial Statements 19

Independent Audit Report 36

Directors’ Declaration 38


4

Highlights of 2017

The Girls Academy Program works within the school system to drive community-led solutions aimed at reducing the barriers that prevent Indigenous girls from completing their education and reaching their full potential. Simply put, our mission is: “Develop a Girl - Change a Community”.

19.4%increase in Year 12 graduation rates from

2016 to 2017

84%of Year 12’s Completed Year 12 or Gained

Employment

5.6%Girls academy attendance sat 5.6%

higher than the all-Indigenous student

cohort Australia wide

2015

906full time girls

enrolled

2015

14Academy sites

2016

14Academy sites

2017

31Academy sites

2018

43Academy sites

2016

906full time girls

enrolled

2017

1,906full time girls

enrolled

2018

2,600full time girls

enrolled


5

About us

Role Models and Leaders Australia (RMLA) was founded in 2004 by Olympian and champion basketballer Ricky Grace (MEdL, BPolSc) to provide education support programs for Aboriginal and Torres Strait Islander students throughout Australia RMLA is a not-for-profit charitable organisation, which develops and empowers Aboriginal and Torres Strait Islander students through leadership training, mentoring, sport and extra-curricular education programs.The RMLA program includes Up4It, which is designed to improve school attendance and engagement to 2,500 students throughout regional and remote Western Australia. RMLA’s flagship program is the Girls Academy program which currently operates out of 42 school sites throughout WA, NSW, NT and QLD and provides support to over 2,600 Aboriginal and Torres Strait Islander girls.The Girls Academy Program has established RMLA as the leading provider of school-based engagement programs for Aboriginal and Torres strait Islander girls in Australia. The program is community-led and provides comprehensive in-school support to give Aboriginal and Torres Strait Islander girls the tools they need to engage in their education, achieve their goals and change their communities. The Girls Academy is a full-time program and centres around a permanent

Academy room within the school which acts as a sanctuary for the girls to convene and connect before, during and after school. Each Academy is staffed by a minimum of two female mentors who provide the girls with auntie and big sister style mentoring and support. 80% of staff are highly accomplished Aboriginal and Torres Strait Islander women sourced from the local community, and each Academy is also steered by locally based advisory committees comprising of members from the community, schools, staff and supporters.We employ post school options staff to assist girls with further education, training, or employment opportunities. Our staff work with the girls from Year 10 through to 2 years post-graduation, ensuring all Academy girls are armed with the knowledge, skills, and formal plan required to successfully transition into post-school life.Our program increases the skills, employability, health and well-being of Aboriginal and Torres Strait Islander Girls – providing them with better opportunities to contribute to the social and economic outcomes of the wider community. Academy girls are ready to make a great contribution to our nation and to be part of the social change that is Closing the Gap.


6

Organisational Structure

RMLA is structured to deliver the programs through a dedicated and passionate team.The Girls Academy Program has the most number of full time staff, of which the majority are women, and also of Aboriginal and Torres Strait Island decent.With the expansion of the Girls Academy Program, we have increased our number of staff to be as set out in the table below - with the majority of staff being located in regional and remote locations across the country.A small head office staff has been established to provide support for the Girls Academies and the operational staff to enable them to concentrate on the delivery of the Program to the Girls.Our Organisation by Numbers:

over

90%of staff are Women

over

65%of staff are Aboriginal Women

Dec 2016

53total excluding volunteers

and contractors

Dec 2017


and contractors

May 2018


and contractors


7

Meet our Board

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

Ricky GraceFounder and CEO

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

Simon ChessonChairman and CFO, Co-Founder

Simon who holds a Master of Business of Administration and a Bachelor of Commerce has been a board member since 2004. He is a qualified Certified Practising Accountant, a qualified Certified Financial Planner, and a fellow of the Financial Services Institute of Australasia. Simon Chesson has over 20 years experience in business, accounting, and the property industry. He has extensive experience as a Director and company secretary of numerous public and private enterprises. He has extensive experience with the Corporation Acts 2001 and Managed Investments Industry.

Brett LovelleNon-Executive Director

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

Sydney ChessonNon-Executive Director, Co-Founder

Sydney has been a board member since 2004. He holds a Master of Business Administration degree from the University of Notre Dame Australia, where he was admitted to the Vice Chancellor’s list for academic excellence. He is a licensed real estate agent and business broker, and a licensed finance broker. Sydney has extensive experience in importing and

exporting, production and manufacturing. He has over 25 years experience in real estate and over 35 years experience in business and commercial activities. As a Fellow of the Australian Institute of Company Directors, Sydney has considerable experience as a Director of listed and unlisted public companies, unlisted property trusts, managed investment schemes, and several private companies.

Dr Robert IsaacsOAM, PhD, JP

Non-Executive Director

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


8

Our Girls Academy program

Educated girls have the potential to be powerful catalysts for change in their communities. The Girls Academy equips girls with the tools, knowledge and confidence required to achieve their goals and reach their full potential.Program activities are designed with an emphasis on the ‘Big 4’ objectives to:1. Increase school attendance2. Advance academic and personal achievement3. Improve year 12 graduation rates, and4. Facilitate post-school transition planningThese objectives are met through a wide range of program elements, including, but not limited to:• One-on-one mentoring and support• Cultural connection• Empowerment programs• Sport and extra-curricular activities• A structured reward system; and • Post-school transition planning

The Girls Academy differs from most other programs• We are embedded in each school in which we operate with

a dedicated Girls Academy room.• We work in partnership with schools and the community

to provide a tailored program to recognise local issues and priorities.

• Each Academy is staffed by a minimum of two full time mentors; Program Manager and Development Officer(s).

• Outcomes are reported directly to the Australian government, the appropriate State or Territory Department of Education and School Principal, corporate partners and relevant stakeholders.

• We are steered by a local Advisory Committee made up of Academy staff, Principal and school representatives, local community members and other key stakeholders.

• We collaborate with other services by facilitating the delivery of their programs, as appropriate, within the Girls Academy program.

• We ensure all girls have post-school plans and we employ specialist post-school options staff to assist girls to transition from school into further education, training, or employment.

The Girls Academy is the flagship and major program operated by RMLA. We have expanded to be in 42 schools nationally, with over 2,600 Aboriginal and Torres Strait Islander high school girls enrolled full time in the program.


9

Closing the gap

Closing the Gap refers to the urgent need to close the gap between Indigenous and Non-Indigenous measures of health and well-being.Closing the Gap is a Federal Government priority but it requires intensive and sustained efforts from all levels of government, private and not-for-profit sectors, communities and individuals to improve the opportunities and quality of life for Aboriginal and Torres Strait Islander Australians.

The Girls Academy is actively working towards closing the gap.

*quotes supplied by Girls Academy students.

1Close the gap between Indigenous and non-Indigenous school attendance

National Girls Academy attendance rates have sat an average of 7.7% higher than the all Indigenous cohort over the past 4 years. The Girls Academy is a good way to get us girls to come to school and not feel isolated. It makes me feel comfortable and it makes school a whole lot easier.“

2Halve the gap for Indigenous children in reading, writing and numeracy

Girls Academy staff provide one-on-one mentoring and academic support both in-class and outside of classroom hours. My reading levels are getting better since being in the Girls Academy.“

3Halve the gap for Indigenous Australians in Year 12 Attainment

There was a 19.4% increase in Girls Academy Year 12 graduation rates from 2016 to 2017. None of my family have graduated so I want to make sure that I am the first grandchild and child to graduate and receive a lot of opportunities.“

4Halve the gap in employment outcomes for Indigenous Australians

84% of 2017 Girls Academy Year 12 graduates are in further education, training or employment. I wanna graduate school and work for a big mining company. When I graduate I’ve got heaps of choices.“

5Close the gap in life expectancy between Indigenous and non-Indigenous Australians

The Girls Academy provides invaluable health, well-being and nutrition support to Aboriginal girls. The Girls Academy has allowed me to grow into a young woman with confidence and a positive outlook for my future.“


10

What our girls have to say?

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

If there were no Girls Academy here I don’t think I would have enough confidence to meet new people and succeed to finish Year 12.

I’d like to become a Girls Academy staff member to help more Indigenous girls graduate, and to help them reach their full potential.

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

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

“

“

“

“

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I never used to go to school until Girls Academy came along. When Girls Academy came along I realised that I was no longer alone and I wanted to go to school.

Girls Academy has become my safe place. They take the time to get to know us, and make the effort to try and understand the problems that we are facing.

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

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“

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

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

“

“


11

What our girls have to say?

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

It brings all of the girls together, we have lots of fun experiences and the Girls Academy helps me to achieve my goals.

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

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

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Girls Academy was my life saver. It has allowed me to come to school to learn and to not worry about how I was going to get there. I receive so much support and I can ask for help when I need to.

“

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

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

“

“

I like that my teachers talk with the Girls Academy mentors and they know where I need help. I would be so lost without their support. Every school should have a Girls Academy.

“


12

Review of Operations 2017Overview

2017 was a monumental year for Role Models and Leaders Australia (RMLA) with our flagship program, the Girls Academy, undergoing significant growth and expansion. The Girls Academy program takes precedence as the leading provider of school-based engagement programs for Aboriginal and Torres Strait Islander girls in Australia.RMLA’s Up4It program continues to deliver fantastic school engagement results to over 2,500 students in remote and regional Western Australia,

Girls Academy ExpansionIn 2016 we were granted funding by the Australian Government to expand the reach of our Girls Academy program to an additional 1,500 Aboriginal and Torres Strait Islander girls throughout Australia. This expansion was fully implemented during 2017 and saw the establishment of twenty five (25) new Academies throughout WA and NSW. We were also successful in receiving Queensland State Government support to extend our provision of support to 600 girls throughout the state. With this support, we established seven (7) Queensland Academies by the end of 2017 ready for Term 1 2018 commencement.This expansion takes the Girls Academy program to 42 school sites Australia-Wide, offering mentoring and support to over 2600 Aboriginal and Torres Strait Islander girls. We continue to be approached by individuals, schools and communities expressing their need for a Girls Academy program, and we hope we can continue to extend our support in the future.

Up4It Program2017 was another fantastic year for Up4It, RMLA’s leadership development program designed to address the poor attendance and lack of school engagement of Aboriginal students in Australia’s regional and remote communities.

This creative program sees role models deliver workshops, sports coaching and extra-curricular activities to regional and remote community schools. reinforcing positive messages about education, healthy lifestyles, leadership, teamwork and sport/physical activity. Selected students who have shown improvement throughout the year are also brought to Perth to attend a leadership development camp. In 2017 the Up4It program engaged with students from South Hedland, Yandeyarra, Nullagine, Marble Bar, Jigalong, Tom Price and Bidyadanga.

SupportersOur growth could not have been possible without the incredible support we’ve received throughout the year. Special thanks to the Australian Government, our largest supporter, who have shown great faith in RMLA to deliver the Girls Academy program, allowing us to meet the needs of local schools and communities throughout Australia. We are confident that the Girls academy program is assisting with delivering on the Federal Government’s agenda in Closing the Gap. We are also greatly appreciative of the New South Wales State Government, Northern Territory Government and Queensland State Government for their support of the Girls Academy program in their respective states.Special thanks also go to our existing corporate and philanthropic partners who have supported us not only financially, but via student workshops, attending and participating in events and advocating for the Girls Academy. Your support has allowed us to deliver the high-quality program we are so proud of and enabled us to continue to grow.

2010 2015 2016 2017 2018 projections

Academy sites 7 12 14 31 42

Staff 20 40 48 90 127

Girls (Year 7 – 12) 550 1,000 906 1906 2600

Year 12 completions and work placements - 69 70 146 180


13

Review of Operations 2017 (cont)2017 at a Glance

2017 has been busy year for the Girls Academy. Our recent expansion has seen the Girls Academy grow from 12 Academies to 37 Academies in a matter of months.

Western AustraliaBroome: Broome Senior High SchoolBunbury: Newton Moore Senior High SchoolDerby: Derby District High SchoolEsperance: Esperance Senior High SchoolKalgoorlie: Eastern Goldfields College Kalgoorlie Boulder Senior High SchoolKarratha: Karratha Senior High SchoolKununurra: Kununurra District High SchoolMandurah: Coodanup CollegePerth: Balga Senior High School Cecil Andrews College Challis Community Primary School Clontarf Aboriginal College Girrawheen Senior High School Kiara College St Brigid’s CollegeRoebourne: Roebourne District High School

Northern TerritoryAlice Springs: Centralian Middle School, Centralian Senior CollegeHumpty Doo: Taminmin CollegePalmerston: Palmerston College 7-9 Campus, Palmerston College 10-12 Campus

New South WalesCoonamble: Coonamble High SchoolDubbo: Dubbo College, Senior Campus Dubbo College, South Campus Dubbo College, Delroy CampusGunnedah: Gunnedah High SchoolKempsey: Kempsey High School Melville High SchoolMuswellbrook: Muswellbrook High SchoolNarromine: Narromine High SchoolOrange: Canobolas Rural Technology High SchoolTamworth: Oxley High School Tamworth High SchoolSingleton: Singleton High School

QueenslandBundaberg: Bundaberg State High School Bundaberg North State High SchoolHervey Bay: Hervey Bay State High School Urangan State High SchoolKepnock: Kepnock State High SchoolMaryborough: Aldridge State High School Maryborough State High School

Perth (7 locations)Mandurah

Bunbury

Karratha Roebourne

BroomeDerby

Kununurra

Palmerston(2 locations) Humpty Doo

Alice Springs (2 locations)

Bundaberg (3 locations)Hervey Bay (2 locations)Maryborough

(2 locations)

Esperance

Kalgoorlie (2 locations)

Kempsey (2 locations)Muswellbrook

SingletonOrange

CoonambleNarromine Dubbo

(2 locations)

Gunnedah Tamworth (2 locations)

Fitzroy Crossing


14

Review of Operations 2017 (cont)2017 Events and Activities

A key component of the Girls Academy Program is to provide for each Academy to hold or run 2 events per school term (total of 8 per year).The events and activities comprise of various opportunities to provide our Girls with:• Reward camps• Community led activities• Cultural activities• Parent and community engagement opportunities• Sponsor engagement opportunities• Work experience• Leadership Camps• Celebration of special days, including but not limited to:

- Naidoc Week- International Womens Day- Harmony Day- Reconciliation Week- ANZAC Day

With the assistance of some of our sponsors, we have been able to provide opportunities to complete site visits, international travel, nutritional programs, and a range of other important pillars for our Girls.We continue to be a community led organisation, which works within the communities in which our Girls Academies operate.


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Review of Operations 2017 (cont)

ResultsThe Girls Academy program continues to achieve fantastic results across Australia.National attendance rates sat an average of 5.6% higher than the all-Indigenous student cohort, and in some schools Girls Academy attendance was as much as 21% higher.2017 was a fantastic year for Year 12 completions which saw graduation rates increase by 19.4% from the previous year. 84% of Year 12’s either completed Year 12 or gained employment, which is a fantastic outcome for Aboriginal and Torres Strait Islander girls.

The introduction of Post School Options staff also had a significant impact on student outcomes, with 84% of Year 12 graduates in further education, training or employment.

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

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


16

Directors’ Report

The Directors of Role Models and Leaders Australia Limited (“RMLA”) submit herewith the annual report of the RMLA for the financial year ended 31 December 2017. The Directors report as follows:The names of the Directors of RMLA during or since the end of the financial year are:• Mr Simon Chesson (Chief Financial Officer & Chairman)• Mr Ricky Grace (Chief Executive Officer)• Mr Sydney Chesson• Mr. Brett Lovelle• Dr. Robert Isaacs, OAM, PhD, JPThe Board of RMLA met five times during the year ended 31 December 2017.The number of Board meetings attended by each director during the year is set out below:

Number eligible to attend Number attended

Mr Simon Chesson 5 5

Mr Ricky Grace 5 5

Mr Sydney Chesson 5 5

Mr Brett Lovelle 5 5

Dr. Robert Isaacs, OAM, PhD, JP 5 5

Principal ActivitiesThe principal activity of RMLA during the financial year was to improve the education, discipline, life skills, self-esteem and employment prospects of young Aboriginal women and in doing so, equip them to participate meaningfully in society.The objects of the Association are to relieve the poverty, sickness, suffering, distress, misfortune, disability, destitution or helplessness of needy youth, particularly Indigenous youth, across Australia, particularly in regional and remote communities, through, but not limited to, the following means:a) providing needy youth with access to role models and leaders;b) creating and operating girls academies which work directly with needy female youth to keep them engaged in education and their future; andc) creating and operating programs which work directly with needy youth to promote attendance, participation, improved behaviours and achievement of goals for studentRMLA Academy girls have the potential to be powerful catalysts for change in their communitites. The Girls Academy equips them with the tools required to achieve their goals and become aware of their full potential.

Short Term ObjectivesProgram activities are designed with emphasis on the ‘Big 4’ objectives to:1. Increase school attendance2. Advance academic and personal achievement3. Improve year 12 graduation rates, and4. Facilitate post-school transition planningThe Girls Academy Program works within the school system to drive community-led solutions aimed at reducing the barriers that prevent Indigenous girls from completing their education and reaching their full potential.


17

Long Term ObjectivesAustralian Indigenous girls face some of the greatest social disadvantage of our nations population. In every social measure, Australian Indigenous Girls trail their non-Indigenous peers in health, education, employment opportunities, earning capacity and life span.An educated girl is the most influential force in her family and wider community to break the cycle of disadvantage and to build a healthier family, a stronger community and a brighter future. But too often, a girl who could change her world for the better is locked out of that future due to the circumstances of her environment.The Girls Academy equips Indigenous girls with the tools required to engage in their education, achieve their goals and change their communities.

Review of OperationsA review of RMLA’s operations for the year is included in the Review of Operations.

Changes in the State of AffairsThere was no significant change in the state of affairs of RMLA during the financial year.

Indemnification of OfficiersDuring the financial year, there was no premium paid in respect of insuring the Directors of RMLA and all executive officers of the RMLA against a liability incurred as such a Director, Secretary or executive officer to the extent permitted by the Corporations Act 2001.The financial statements cover RMLA as an individual entity, incorporated and domiciled in Australia. RMLA is a company limited by guarantee with a total of 6 members, with the limit of guarantee of $10 each, totalling $60.The financial statements were authorised for issue on 25 June 2018 by the directors of the company.On behalf of the Directors,

Simon ChessonChairman and Chief Financial OfficerPerth, 25 June 2018

Directors’ Report

FINANCIAL STATEMENTS AND NOTES TO THE FINANCIAL STATEMENTS


20

Statement of Comprehensive Incomefor the year ended 31 December 2017

2017 2016

Note $ $

Revenue

Prime Minister and Cabinet Funding 2 6,469,000 2,812,000

Department of Education 3,719,119 1,778,044

Private Funding and Donations 1,226,484 940,199

Total Revenue 11,414,603 5,530,243

Other revenue

Other revenue 123,520 75,284

Total Other Revenue 123,520 75,284

Total Revenue 11,538,123 5,605,527

Operating Expenses

Employee and Personnel Expense 3 8,328,205 (3,537,506)

Depreciation and amortisation expense 220,576 -

Finance cost 3 38,618 5,140

Repairs, maintenance and vehicle running expense 3 64,364 147,933

Audit expense 3 20,000 12,600

Program Operational Expense 3 1,990,660 1,552,019

Administration expenses 584,662 349,729

Total Operating Expenses 11,247,086 5,604,927

Net Surplus/(Deficit) 291,037 600

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


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Statement of Financial Positionat 31 December 2017

31 December 2017

31 December 2016

Note $ $

Assets

Current assets

Bank Accounts 10 6,344,931 4,631,168

Accounts receivable and other debtors 4 1,102,888 86,848

Prepayments 158,687 1,944

Total current assets 7,606,505 4,719,961

Property, plant and equipment

Motor Vehicles (Prior to 1 Jan 2017) 5 1,800,727 403,430

Less MV Accum Depr (220,576) -

Total property, plant and equipment 1,580,151 403,430

Total assets 9,186,656 5,123,391

Liabilities

Current liabilities

Trade and Other Payables 6 322,180 634,240

Financial Loans and Liabilities 384,939 62,408

Income received in advance 7 4,150,000 4,174,000

Provisions and Accruals 8 2,672,175 -

Total current liabilities 7,529,293 4,870,648

Non-current liabilities

Financial Loans and Liabilities 11 1,363,217 249,634

Total non-current liabilities 1,363,217 249,634

Total liabilities 8,892,511 5,120,282

Net assets 294,145 3,109

Equity

Current Year Surplus (Deficit) 9 291,037 600

Retained Surplus (Deficit) 3,109 2,508

Total Equity 294,145 3,109

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


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Statement of Changes in Equityfor the year ended 31 December 2017

Retained Profits

Asset Revaluation

Total

$ $ $

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

Surplus attributable to members of the entity 600 - 600

Increase in asset revaluation reserve - - -

Adjustment to retained earnings - - -

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

Balance at 1 January 2017 3,109 - 3,109

Surplus attributable to members of the entity 291,037 - 291,037

Increase in asset revaluation reserve - - -

Adjustment to retained earnings - - -

Balance at 31 December 2017 294,145 - 294,145

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


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Statement of Cash Flowsfor the year ended 31 December 2017

2017 2016

Note $ $

Cash flows from operating activitiesReceipts from customer 10,376,097 8,644,024

Payments to suppliers and employees (8,823,138) (5,154,964)

Net cash generated by operating activities 12 1,552,959 3,489,060

Cash flows from investing and capital activitiesPayment for plant and equipment (1,397,297) (226,264)

Interest received 121,986 75,284

Net cash generated by investing activities (1,275,311) (150,980)

Cash flows from financing activitiesNet increase in financial liabilities 1,436,114 214,559

Net cash generated by/(used in) financing activities 1,436,114 214,559

Net increase/(decrease) in cash held 1,713,762 3,552,639

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

Cash at the end of the financial year 10 6,344,930 4,631,169

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


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Notes to the Financial Statementsfor the year ended 31 December 2017

1. Summary of Significant Accounting PoliciesThe directors have prepare the financial statements on the basis that the company is a non-reporting entity because there are no users who are dependent on its general purpose financial statements. These financial statements are therefore special purpose financial statements that have been prepared in order to meet the requirements of the Corporations Act 2001. The company is a not-for-profit entity for financial reporting purposes under Australian Accounting Standards.The financial statements have been prepared in accordance with the mandatory Australian Accounting Standards applicable to entities reporting under the Corporations Act 2001 and the significant accounting policies disclosed below, which the directors have determined are appropriate to meet the needs of members. Such accounting policies are consistent with those of previous periods unless stated otherwise.The financial statements have also been prepared in accordance with the Australian Charities and Not-for-profits Commission Act 2012, the recognition and measurement requirements specified by all Australian Accounting Standards and Interpretations, and the disclosure requirements of Accounting Standards AASB 101 ‘Presentation of Financial Statements’, AASB 107 ‘Statement of Cash Flows’, AASB 108 ‘Accounting Policies, Changes in Accounting Estimates and Errors’ and AASB 1054 ‘Australian Additional Disclosures’.The financial statements, except for the cash flow information, have been prepared on an accruals basis and are based on historical costs unless otherwise stated in the notes. Material accounting policies adopted in the preparation of these financial statements are presented below and have been consistently applied unless stated otherwise. The amounts presented in the financial statements have been rounded to the nearest dollar.

Accounting Policies1a Revenue

Non-reciprocal grant revenue is recognized in profit or loss when the entity obtains control of the grant and it is probable that the economic benefits gained from the grant will flow to the entity and the amount of the grant can be measured reliably.If conditions are attached to the grant which must be satisfied before the entity is eligible to receive the contribution, the recognition of the grant as revenue will be deferred until those conditions are satisfied.When grant revenue is receive whereby the entity incurs an obligation to deliver economic value directly back to the contributor, this is considered a reciprocal transaction and the grant revenue is recognized in the statement of financial position as a liability until the service has been delivered to the contributor; otherwise the grant is recognized as income on receipt.RMLA receives non-reciprocal contributions of assets from the government and other parties for zero or a nominal value. These assets are recognised at fair value on the date of acquisition in the statement of financial position, with a corresponding amount of income recognised in profit or loss.Sponsorship income is recognised as revenue when invoices are raised.Donations and bequests are recognised as revenue when received.Interest revenue is recognised as revenue when interest is received. Dividend revenue is recognised when the right to receive a dividend has been established.Revenue from the rendering of a service is recognised upon the delivery of the service to the customer.All revenue is stated net of the amount of goods and services tax.

1b Inventories on HandInventories are measured at the lower of cost and current replacement cost.


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

1c Property, Plant and EquipmentPlant and equipmentPlant and equipment are measured on the cost basis less depreciation and any impairment losses.The carrying amount of plant and equipment is reviewed annually by directors to ensure it is not in excess of the recoverable amount from these assets. The recoverable amount is assessed on the basis of the expected net cash flows that will be received from the assets’ employment and subsequent disposal. The expected net cash flows have been discounted to their present values in determining recoverable amounts.In the event the carrying amount of plant and equipment is greater than the recoverable amount, the carrying amount is written down immediately to the estimated recoverable amount. A formal assessment of recoverable amount is made when impairment indicators are present (refer to Note 1 (f) for details of impairment).Plant and equipment that have been contributed at no cost, or for nominal cost, are recognised at the fair value of the asset at the date it is acquired.

DepreciationThe depreciable amount of all fixed assets including buildings and capitilised lease assets, but excluding freehold land, is depreciated on a straight-line basis over the asset’s useful life to the entity commencing from the time the asset is held ready for use. Leasehold improvements are depreciated over the shorter of either the unexpired period of the lease or the estimated useful lives of the improvements.Motor vehicles are not depreciated as up until 30 June 2016, they have been subject to Capital Grants.From 1 January 2017, vehicles will be depreciated, and the depreciation rate used for each class of the deprciable assets are:

Class of Fixed Assets Depreciation Rate

Plant and equipment 5-15%

The assets’ residual values and useful lives are reviewed, and adjusted if appropriate, at the end of each reporting period.An asset’s carrying amount is written down immediately to its recoverable amount if the asset’s carrying amount is greater than its estimated recoverable amount.Gains and losses on disposals are determined by comparing proceeds with the carrying amount. These gains or losses are recognised in profit or loss in the period in which they arise. When revalued assets are sold, amounts included in the revaluation surplus relating to that asset are transferred to retained earnings.

1d LeasesLeases of fixed assets, where substantially all the risks and benefits incidental to the ownership of the asset (but not the legal ownership) are transferred to entities in the economic entity, are classified as finance leases.Finance leases are capitalized by recording an asset and a liability at the lower of the amounts equal to the fair value of the leased property or the present value of the minimum lease payments, including any guaranteed residual values. Lease payments are allocated between the reduction of the lease liability and the lease interest expense for the period.Leased assets are depreciated on a straight-line basis over the shorter of their estimated useful lives or the lease term.


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

1e Financial InstrumentsInitial recognition and measurementFinancial assets and financial liabilities are recognised when the entity becomes a party to the contractual provisions to the instrument. For financial assets, this is equivalent to the date that the company commits itself to either purchase or sell the asset (ie trade date accounting is adopted).Financial instruments are initially measured at fair value plus transaction costs except where the instrument is classified “at fair value through profit or loss”, in which case transaction costs are expensed to profit or loss immediately.

Classification and subsequent measurementFinancial instruments are subsequently measured at fair value, amortised cost using the effective interest method, or cost. Where available, quoted prices in an active market are used to determine fair value. In other circumstances, valuation techniques are adopted.Amortised cost is calculated as the amount at which the financial asset or financial liability is measured at initial recognition less principal repayments and any reduction for impairment, and adjusted for any cumulative amortization of the difference between that initial amount and the maturity amount calculated using the effective interest method.The effective interest method is used to allocate interest income or interest expense over the relevant period and is equivalent to the rate that exactly discounts estimated future cash payments or receipts (including fees, transaction costs and other premiums or discounts) through the expected life (or when this cannot be reliably predicted, the contractual term) of the financial instrument to the net carrying amount of the financial asset or financial liability. Revisions to expected future net cash flows will necessitate an adjustment to the carrying amount with a consequential recognition of an income or expense item in profit or loss.Fair value is the price the company would receive to sell an asset or would have to pay to transfer a liability in an orderly (ie unforced) transaction between independent, knowledgeable and willing market participants at the measurement date. Fair value is determined based on current bid prices for all quoted investments. Valuation techniques are applied to determine the fair value for all unlisted securities, including recent arm’s length transactions, reference to similar instruments and option pricing models.(i) Financial assets at fair value through profit or lossFinancial assets are classified at “fair value through profit or loss” when they are held for trading for the purpose of short-term profit taking, derivatives not held for hedging purposes, or when they are designated as such to avoid and account mismatch or to enable performance evaluation where a group of financial assets is managed by key management personnel on a fair value basis in accordance with a documented risk management or investment strategy. Such assets are subsequently measured at fair value with changes in carrying amount being included in profit or loss.(ii) Loans and receivablesLoans and receivables are non-derivative financial assets with fixed or determinable payments that are not quoted in an active market and are subsequently measured at amortised cost. Gains or losses are recognised in profit or loss through the amortisation process and when the financial asset is derecognised.(iii) Financial liabilitiesNon-derivative financial liabilities other than financial guarantees are subsequently measured at amortised cost. Gains or losses are recognised in profit or loss through the amortisation process and when the financial liability is derecognised.



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ImpairmentAt the end of each reporting period, the company assesses whether there is objective evidence that a financial asset has been impaired. A financial asset (or a group of financial assets) is deemed to be impaired if, and only if, there is objective evidence of impairment as a result of one or more events (a “loss event”) having occurred, which has an impact on the estimated future cash flows of the financial asset(s).In the case of available-for-sale financial assets, a significant or prolonged decline in the market value of the instrument is considered to constitute a loss event. Impairment losses are recognised in profit or loss immediately. Also, any cumulative decline in fair value previously recognised in other comprehensive income is reclassified into profit or loss at this point.In the case of financial assets carried at amortised cost, loss events may include: indications that the debtors or a group of debtors are experiencing significant financial difficulty, default or delinquency in interest or principal payments; indications that they will enter bankruptcy or other financial reorganisation; and changes in arrears or economic conditions that correlate with defaults.For financial assets carried at amortised cost (including loans and receivables), a separate allowance account is used to reduce the carrying amount of financial assets impaired by credit losses. After having taken all possible measures of recovery, if management establishes that the carrying amount cannot be recovered by any means, at that point the written-off amounts are charged to the allowance account or the carrying amount of Impaired financial assets is reduced directly if no impairment amount was previously recognised in the allowance account.When the terms of financial assets that would otherwise have been past due or impaired have been renegotiated, the company recognizes the impairment for such financial assets by taking into account the original terms as if the terms have not been renegotiated so that the loss events that have occurred are duly considered.

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

1f Impairment of AssetsAt the end of each reporting period, the entity reviews the carrying amounts of its tangible and intangible assets to determine whether there is any indication that those assets have been impaired. If such an indication exists, the recoverable amount of the asset, being the higher of the asset’s fair value less costs of disposal and value in use, is compared to the asset’s carrying amount. Any excess of the asset’s carrying amount over its recoverable amount is recognised immediately in profit or loss.Where the future economic benefits of the assets are not primarily dependent upon the asset’s ability to generate net cash inflows and when the entity would, if deprived of the asset, replace its remaining future economic benefits, value in use is determined as the depreciated replacement cost of an asset.Where it is not possible to estimate the recoverable amount of a class of asset, the entity estimates the recoverable amount of the cash-generating unit to which the asset belongs.Where an impairment loss on a revalued asset is identified, this is debited against the revaluation surplus in respect of the same class of asset to the extent that the impairment loss does not exceed the amount in the revaluation surplus for that same class of asset.



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1g Employee ProvisionsShort-term employee benefitsProvision is made for the company’s obligation for short-term employee benefits. Short-term employee benefits are benefits (other than termination benefits) that are expected to be settled wholly before 12 months after the end of the annual reporting period in which the employees render the related service, including wages, salaries and sick leave. Short-term employee benefits are measured at the (undiscounted) amounts expected to be paid when the obligation is settled.The company’s obligations for short-term employee benefits such as wages, salaries and sick leave are recognised as part of accounts payable and other payables in the statement of financial position.Contributions are made by the entity to an employee superannuation fund and are charged as expenses when incurred.

1h Cash on HandCash on hand includes cash on hand, deposits held at-call with banks, other short-term highly liquid investments with original maturities of three months or less, and bank overdrafts.

1i Accounts Receivable and Other DebtorsAccounts receivable and other debtors include amounts due from donors, sponsors and any outstanding grant receipts. Receivables expected to be collected with 12 months of the end of the reporting period are classified as current assets. All other receivables are classified as non-current assets.

1j Goods and Services Tax (GST)Revenues, expenses and assets are recognised net of the amount of GST, except where the amount of GST incurred is not recoverable from the Australian Taxation Office (ATO).Receivables and payables are stated inclusive of the amount of GST receivable or payable. The net amount of GST recoverable from, or payable to, the ATO is included with other receivables or payables in the statement of financial position.Cash flows are presented on a gross basis. The GST components of cash flows arising from investing or financing activities which are recoverable from, or payable to, the ATO are presented as operating cash flows included in receipts from customers or payments to suppliers.

1k Income TaxNo provision for income tax has been raised as the entity is exempt from income tax under Div 50 of the Income tax Assessment Act 1997.

1l IntangiblesSoftwareSoftware is recorded at cost and expensed. It has a finite life and is carried at cost less accumulated amortisation and any impairment losses. Software has an estimated useful life of between one and three years. It is assessed annually for impairment.

1m Provisions and AccrualsProvisions are recognised when the entity has a legal or constructive obligation, as a result of past events, for which it is probable that an outflow of economic benefits will result and that outflow can be reliably measured. Provisions recognised represent the best estimate of the amounts required to settle the obligation at the end of the reporting period.Accruals are expenses which are committed and incurred at the end of the reporting period, and will be expended within 12 months of the end of the reporting period. These are regarded as committed expenses which RMLA is obliged to pay.



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1n Comparative FiguresWhere required by Accounting Standards, comparative figures have been adjusted to conform with changes in presentation for the current financial year.Where the company retrospectively applies an accounting policy, makes a retrospective restatement or reclassifies items in its financial statements, a third statement of financial position as at the beginning of the preceding period in addition to the minimum comparative financial statements must be presented.

1o Accounts Payable and Other PayablesAccounts Payable and other payables represent the liability outstanding at the end of the reporting period for goods and services received by the company during the reporting period which remain unpaid. The balance is recognised as a current liability with the amount normally paid within 30 days of recognition of the liability.

1p Critical Accounting Estimates and JudgementsThe directors evaluate estimates and judgements incorporated into the financial statements based on historical knowledge and best available current information. Estimates assume a reasonable expectation of future events and are based on current trends and economic data, obtained both externally and within the company.

Key estimates(i) ImpairmentThe company assesses impairment at the end of each reporting period by evaluating conditions and events specific to the company that may be indicative of impairment triggers.

1q Economic DependenceRMLA is dependent on various governments, departments, corporate and philanthropic support for the majority of its revenue used to operate the organisation. At the date of this report the Board of Directors has no reason to believe those parties will not continue to support RMLA.The financial report has been prepared on a going concern basis as the directors have received contracts for continued financial support in the form of government grants and the directors believe that such financial support will continue to be made available.

1r New Accounting Standards for Application in Future PeriodsAccounting Standards issued by the AASB that are not yet mandatorily applicable to the company, together with an assessment of the potential impact of such pronouncements on the company when adopted in future periods, are discussed below:• AASB 9: Financial Instruments and associated Amending Standards (applicable to annual reporting periods beginning on

or after 1 January 2018)The Standard will be applicable retrospectively (subject to the provisions on hedge accounting) and includes revised requirements for the classification and measurement of financial instruments, revised recognition and derecognition requirements for financial instruments, and simplified requirements for hedge accounting.The key changes that may affect the company on initial application include certain simplifications to the classification of financial assets, simplifications to the accounting of embedded derivatives, upfront accounting for expected credit loss, and the irrevocable election to recognise gains and losses on investments in equity instruments that are not held for trading in other comprehensive income. AASB 9 also introduces a new model for hedge accounting that will allow greater flexibility


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in the ability to hedge risk, particularly with respect to the hedging of non-financial items. Should the entity elect to change its hedge policies in line with the new hedge accounting requirements of the Standard, the application of such accounting would be largely prospective.Although the directors anticipate that the adoption of AASB 9 may have an impact on the company’s financial instruments, including hedging activity, it is impracticable at this stage to provide a reasonable estimate of such impact.• AAAS 16: Leases (applicable to annual reporting periods beginning on or after 1 January 2019).When effective, this Standard will replace the current accounting requirements applicable to leases in AASB 117: Leases and related Interpretations. AASB 16 introduces a single lessee accounting model that eliminates the requirement for leases to be classified as operating or finance leases.The main changes introduced by the new Standard include:• recognition of a right-to-use asset and liability for all leases (excluding short-term leases with less than 12 months of

tenure and leases relating to low-value assets);• depreciation of right-to-use assets in line with AASB 116: Property, Plant and Equipment in profit or loss and unwinding

of the liability in principal and interest components;• variable lease payments that depend on an index or a rate are included in the initial measurement of the lease liability

using the index or rate at the commencement date;• by applying a practical expedient, a lessee is permitted to elect not to separate non-lease components and instead

account for allcomponents as a lease; and• additional disclosure requirementsThe transitional provisions of AASB 16 allow a lessee to either retrospectively apply the Standard to comparatives in line with AASB 108: Accounting Policies, Changes in Accounting Estimates and Errors or recognise the cumulative effect of retrospective application as an adjustment to opening equity on the date of initial application.Although the directors anticipate that the adoption of AASB 16 will impact the company’s financial statements, it is impracticable at this stage to provide a reasonable estimate of such impact.

2. Revenue2a Significant RevenueFor the year ended 31 December 2017

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

Funding from Previous Periods

Funding Received

during Year

Funding Received for

Future Periods

Income for Year

$ $ $ $

Department of Prime Minister & Cabinet 4,159,000 6,460,000 (4,150,000) 6,469,000

Department of Education (NT) - 623,494 - 623,494

Host Schools (NT) - 1,487,500 - 1,487,500

Host Schools (WA) - 283,125 - 283,125

Host Schools (NSW) - 1,325,000 - 1,325,000

Corporate & Philanthropic Sectors - 1,226,484 - 1,226,484

4,159,000 11,405,603 (4,150,000) 11,414,603


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For the year ended 31 December 2016

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

Funding from Previous Periods

Funding Received

during Year

Funding Received for

Future Periods

Income for Year

$ $ $ $

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

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

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

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

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

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

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

2b Other Revenue 2017 2016

$ $

Interest Income 121,986 75,284

Rebate 1,534 -

123,520 75,284

3. Expenses for the year

Expenses 2017 2016

$ $

Employee & personnel expense (8,328,205) (3,537,506)

Depreciation and amortisation expense (220,576) -

Finance costs (38,618) (5,140)

Repairs, maintenance and vehicle running expense (64,364) (147,933)

Audit expense (20,000) (12,600)

Program operational expense (1,990,660) (1,552,019)

Administration expense (584,662) (349,729)

(11,247,086) (5,604,927)


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4. Trades and other receivables

2017 2016

$ $

Trade receivables 1,102,888 86,848

Prepayments 158,687 1,944

1,261,574 88,792

5. Property, plant and equipment

2017 2016

$ $

Carrying amounts of:Motor vehicles 49,561 91,389

Motor vehicles under finance lease 1,530,590 312,042

1,580,151 403,431

6. Trade and other payables

2017 2016

$ $

ATO liability (including GST and other BAS liabilities) 206,942 518,934

Trade payables 115,237 115,306

322,180 634,240

7. Income received in advance

2017 2016

$ $

Income received in advance 4,150,000 4,174,000

4,150,000 4,174,000

8. Provisions

2017 2016

$ $

Accrued Expenses 2,672,175 -

2,672,175 -


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9. Retained surplus (Deficit)

2017 2016

$ $

Balance at beginning of year 3,109 2,509

Surplus (deficit) for the year 291,037 600

Balance at end of year 294,145 3,109

10. Cash and Cash Equivalents

2017 2016

$ $

Cash at bank 6,344,931 4,631,168

Cash on hand - -

6,344,931 4,631,168

11. Finance lease liabilities11a Lease liabilities

2017 2016

$ $

Current 384,939 -

Non-current 1,363,217 312,042

Total lease liabilities 1,748,156 312,042

Lease liabilities are secured by the underlying leased assets.

11b Capital and leasing commitments

2017 2016

$ $

a. Finance Lease CommitmentsPayable - minimum lease payments

- not later than 12 months 384,939 62,408

- later than 12 months but not later than five years 1,363,217 249,634

- later than 5 years - -

1,748,156 312,042


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12. Reconciliation of Surplus for the year to net cash flows from operating activities

2017 2016

$ $

Surplus (deficit) after income tax 291,037 600

Non-cash flows in surplus - -

- depreciation 220,576 -

Investing activitis included in surplus - -

- interest received (121,986) (75,284)

Movements in working capital

- increase/(decrease) in provisions/accruals 2,672,175 -

- (increase)/decrease in trade and other receivables (1,016,039) 155,281

- increase/(decrease) in income in advance (24,000) 2,958,500

- (increase)/decrease in prepayments (156,743) 52,376

- increase/(decrease) in trade and other payables (312,060) 397,587

Cash flows provided by operating activities 1,552,959 3,489,060

13. Entity detailsThe Role Models and Leaders Australia Ltd (RMLA) is a public company limited by guarantee incorporated in Australia. RMLA is a not for profit organisation, endorsed as a Deductible Gift Recipient and registered as a Public Benevolent Institution.RMLA’s registered office and principal place of business is:420 Newcastle StreetWest PerthWestern Australia 6005

14. Members guaranteeThe company is incorporated under the Corporations Act 2001 and is a company limited by guarantee. There are 6 members, with the guarantee limited to $10 per member. This totals $60 in guarantees.

15. Key Management Personnel CompensationKey Management Personnel (“KMP”) are defined as any person have authority and responsibility for planning, directing and controlling the activities of the Company, directly or indirectly, including any director (whether executive or otherwise).

Directors’ feesThe Company does not remunerate its directors for their role as a director. No director is entitled to any compensation for their services as a director during the financial year.Directors may be remunerated for services in their capacity for other services provided. Amounts paid to any director that is outside the capacity as a director is included within key management personnel remuneration below. Key Management PersonnelKey Management Personnel includes the above Directors and Key Management Personnel.


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The total key management personnel compensation included in the report for the period is as follows:

2017 2016

Number of Key Management Personnel (including Directors) 8 6

Key Management Personnel $893,937 $630,434

16. Related Party TransactionsThe Company had the following related party transactions during the reporting period:• AustAsia Accounting Services Pty Ltd, a party related to Mr Simon Chesson and Mr Syd Chesson, provided bookkeeping,

payroll and BAS lodgement services on arms length terms, at or below normal market rates. AustAsia Accounting Services Pty Ltd employs its own staff to attend to the bookkeeping and other requirements of the Company

• AustAsia Group Pty Ltd, a party related to Mr Simon Chesson and Mr Syd Chesson, provided IT support and maintenance services on arms length terms, at or below normal market rates. AustAsia Group Pty Ltd employs its own staff to attend to the bookkeeping and other requirements of the Company.

• AustAsia Legal Pty Ltd, a party related to Mr Simon Chesson and Mr Syd Chesson, provided legal assistance from time to AAFB time on arms length terms, at or below normal market rates.

• Redback Investments Pty Ltd, a party related to Mr Syd Chesson, charged rent for the premises at 420 Newcastle Street, West Perth on arms length terms at or below normal market rates.

• AustAsia Group Pty Ltd donated $25,000 + GST in cash to the Company as a donation.• AustAsia Group and related parties provided in kind donations and support to the Company during the year in excess of

$40,000. This amount has not been reflected in the financial accounts for the reporting period.• RRG Enterprises Pty Ltd, a party related to Mr Ricky Grace, was provided a prepayment during the financial year. The

Company agreed for this to be set off against future charges to the Company.



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Directors’ Declaration

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

financial statementb) In the Directors’ opinion, there are reasonable grounds to believe that RMLA will be able to pay its debts as when they become

due and payable; andc) In the Directors’ opinion, the attached financial statements and notes thereto are in accordance with the Australian Charities and

Not-for-profits Commission Act 2012. Including compliance with accounting standards and giving a true fair view of the financial position and performance of RMLA.

Signed in accordance with a resolution of the Directors.On behalf of the Directors

Simon ChessonChairman and Chief Financial Officer

Perth, 25 June 2018


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Role Models & Leaders Australia

420 Newcastle Street

West Perth WA 6005

[email protected]

www.rolemodelsaustralia.com

ABN 41 236 400 793

@girlsacademyaustralia

@theGirlsAcademy

@girlsacademyaustralia

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&leaders australiadeveloping young leaders for tomorrow

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Home • Girls Academy · with a major focus on businesses consulting in Australia and the Asia-Pacic region. Brett has enjoyed broad and diverse experiences in both Corporate and