Plan International Australia Annual Report 2014 by Plan International in Australia

P l a n I n t e r n at i o n a l A u s t r a l i a

annual report 2014

year at a glance Working with communities

Financial performance

GOVERNMENT AND OTHER SUBMISSIONS

750,000

59,971

CHILD RIGHTS

We reached approximately 750,000 beneficiaries through our UN-supported food and livelihood programs in Zimbabwe, South Sudan and Cambodia.

HUMANITARIAN SUPPORT Plan in Australia successfully led the establishment of a global Plan partnership with International Medical Corps that will enable us to provide humanitarian support to those affected by the conflict in Syria.

REDUCED VIOLENCE An assessment of our Promoting Rights & Accountabilities in African Communities (PRAAC) program found that it has resulted in a reduction in domestic and other violence in the target communities, and more people in these communities are claiming their rights.

Cover photo: Samuon (13) standing in the school vegetable garden at her Primary School in Sout Nikom district, 30km from Siem Reap, Cambodia. This page: Gardens managed by children in Cambodia in a project run by Plan.

As at June 2014 total regular giving pledges were 59,971 of which 47,041 were child sponsorships. See ‘Income’ on pages 55–57 for further details.

8.3% Funds raised through child sponsorship grew by 8.3%.

25% Funds raised through Girls Fund grew by 25%.

81% Funds raised through appeals (including through the Children in Crisis fund) grew by 81%.

51% We diversified our income source with an increase in grant income – now making up 51% of our total income.

In the first half of 2014 we made a number of key submissions in relation to child rights. These included a submission to the Senate Inquiry into the human rights issues confronting women and girls in the Indian Ocean–Asia Pacific region; and a submission to the Human Rights and Equal Opportunity Commission’s National Inquiry into Children in Immigration Detention.

MEDIA ATTENTION

ENGAGING WITH SUPPORTERS

PROMOTION INCLUSION

TV, RADIO, NEWSPAPERS, ONLINE

20,000 FOLLOWERS

GOLD STANDARD

e increased our number of W Facebook followers by 66% – from 13,200 to 20,000.

Millions of people heard about Plan and our work, through TV coverage on the ABC and The Project, thoughtprovoking opinion pieces in major newspapers like The Australian and the Herald Sun, and news reports on radio, newspapers and online.

600% Through quality content, we increased our public engagement by 600% on Facebook.

ADVOCACY

VOLUNTEER PROGRAM

We supported our advocacy of the rights of children in detention by mobilising our supporters to write to the Australian Government.

400% e increased our effectiveness W and reduced costs by developing and growing the volunteer program, resulting in a 400% increase in volunteer numbers and a special focus on recruiting volunteers with specialist skills.

CAMPAIGNING

STEWARDSHIP We created a new stewardship team, tasked with ensuring a positive experience for all our supporters.

FLINDERS STREET STATION We lit up Flinders Street Station in pink lights on the eve of International Day of the Girl.

This year we focused on strengthening gender equality in our organisational policies, process and practice. Our Gender Equality Assessment process has been recognised as ‘gold standard’ by Plan International headquarters and is informing practice across the global organisation. (See page 48)

LISTEN UP We developed a short film about disability inclusion and presented it at the United Nations in New York. Titled ‘Listen Up’, the film ensured the voices of children with disabilities were represented at the UNICEF forum.

WASH We developed gender monitoring tools to ensure gender inclusion across our WASH and Child Development programs.

100,000 We took over the concourse at Flinders Street Station with an interactive billboard, reaching around 100,000 people.

Samuon (13) and her brother An (12) live in a small village in northern Cambodia with their father who is too ill to work or run the household. Samuon is responsible for many of the household chores including preparing all the familyâ&#x20AC;&#x2122;s meals. Through a Nutrition and Hygiene project run by Plan at her school, Samuon has learnt about good nutrition and how to grow a variety of vegetables. With these new skills and knowledge, along with school breakfasts provided by Plan, Samuon and her brother are now getting adequate nutrition to help them grow and concentrate in class.

about us

about us 6 Reaching our goals

Our Work with Children

Engaging Australia

Our Organisation

Our Finances

Compliance & Regulation

Acknowledgements 65

About this report This report sets out Plan International Australia’s progress towards our vision and mission between 1 July 2013 and 30 June 2014. We have referred to this period as ‘2014’. In this report, the informal name ‘Plan in Australia’ refers to Plan International Australia. The terms ‘Plan’ and ‘Plan International’ refer to the global organisation of which Plan International Australia is a part. See page 8 for further information on our global network. We encourage our readers to visit our website: plan.org.au where they can find more information about the topics discussed in this report. Links to specific pages on our website and other publications are given throughout this report.

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

I am confident that Plan in Australia is well positioned to take advantage of the changing landscape The Chair In my second year on Plan in Australia’s Board of Directors I have seen powerful results in our work with children around the world, and in the efficiency of our organisation both here in Australia and internationally. At the international level a significant development has been the finalisation of a unified brand identity across the Plan world. The changes locally will be fairly subtle but it will allow us to grow the brand with confidence. There are also a number of governance changes and efficiency and effectiveness gains in the pipeline that will ensure more money will reach the children and communities we are active with. Back in Australia, this year the Board directed its attention to new innovations in non-profit fundraising, driven by our need to diversify our funding sources in a challenging public fundraising environment. The organisation’s increase in grant funding for 2014 (up 2% from last year, to make up 51% of the total income) signals that we are making steady progress in this area. I am confident that Plan in Australia is well positioned to take advantage of the changing landscape but as with any challenge the secret is to make sure we do so more convincingly and quickly so that we reap the benefits of change. As part of Plan’s commitment to youth governance, this year we have trialled having a young person, Sophie Purdue, involved with the

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

Program sub-committee of the Board (PAC). As a PAC member, Sophie was able to give advice and guidance on the Youth Strategy, which was subsequently approved by the Board in late 2013. The conclusion a year on is that this has been a worthwhile experience for Sophie and for the Board and we look forward to extending the involvement of more young people in Plan’s work through establishing a national youth network that will feed representatives onto other sub-committees in 2015. This year also saw some changes to the membership of our Board of Directors, with the departure of two Board Directors – Claire Hatton and Anne Trimmer. I would like to sincerely thank Claire and Anne for their service and contribution over the years. With change comes new opportunities, and at the end of the financial year we appointed three new directors to the Board – Amanda McKenzie, Jason Pellegrino and Sally Treeby – and we look forward to their involvement and leadership as the organisation continues to move forward. It has been an exciting and inspiring second year with Plan in Australia, and my special thanks goes to my fellow Board Directors, to CEO Ian Wishart and to all the staff and volunteers at Plan’s Australian National Office. I expect that the coming year will hold even greater achievements in helping children around the world access their rights and overcome poverty.

Gerry Hueston Chair, Plan International Australia

The CEO The financial year 2014 was the third full year of our current five-year strategy. It was a period in which we took stock of how far we’ve come, and made some necessary changes to our operations to ensure we stay on track to meet our goals. It was also a year in which both our political and funding context changed, and we adapted accordingly. The beginning of a new federal government, the resulting dissolution of AusAID and a continuing fragile economy all presented challenges, and also opportunities for Plan in Australia in 2014. The new Coalition government’s stance on foreign aid spending had a particular impact on the structure of our international program portfolio, which we reviewed and reduced in response to the funding reduction. Our advocacy efforts however were boosted, with more opportunities to engage the government in dialogue about children’s rights in Australia and overseas. Inside our organisation, it was necessary to readjust our structure in response to the changes to our external operating environment, and to keep on the front foot of effective working practices and positive workplace culture. In late 2014 we completed a restructure of our organisation to become more capable of tackling the challenges of our work with children and communities, as well as fundraising, retaining donors, engaging the public and running the organisation efficiently (see page 44).

This year, funds raised through our child sponsorship grew by 8.3%, and funds raised through Girls Fund grew by 25% In our work with children and communities, we intensified our efforts to ensure the most marginalised people – including girls and women, and people with disabilities – were included in and benefited from our programs. Our progress in this area is documented throughout this report – in particular see ‘Our Work with Children’ from page 18. Our supporters rallied in 2014 – their commitment and engagement with Plan continues to be the backbone of our success. This year, funds raised through child sponsorship grew by 8.3%, and funds raised through Girls Fund grew by 25%. Overseas grants and Gifts in Kind also performed well lifting our total revenue over $60 million for the first time. I would like to thank all the staff and volunteers at Plan in Australia for their tremendous efforts in 2014, and all our supporters for their crucial contribution in making the lives of children better across the developing world.

Ian Wishart CEO, Plan International Australia

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

about us

About Us

Maureen, 15, teaches younger students the importance of hygiene at a Plan-supported primary school in Tororo District, Eastern Uganda. 8 PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

about us

Our Story

Our Work

Plan International is one of the oldest and largest children’s development organisations in the world. We work with communities in 50 developing countries and raise funds to support our work in 21 countries, such as Australia. By actively involving children, and working at a grassroots level with no religious or political affiliations, we unite and inspire people around the world to transform the world for children.

Long-term community development Our grassroots development projects address specific problems and issues in communities that contribute to ongoing poverty and affect children’s rights. Our work is designed to bring long-term, sustainable, positive change to communities.

Campaigning and advocacy

Our Vision Plan’s vision is of a world in which all children realise their full potential in societies that respect people’s rights and dignity.

Our Mission We strive to achieve lasting improvements in the quality of life of children in developing countries through a process that unites people across cultures and adds meaning and value to their lives by: •• enabling children, their families and their communities to meet their basic needs and to increase their ability to participate in and benefit from their societies;

Our campaigning and advocacy work is about collective action to improve the lives of children. Plan campaigns raise awareness and support for people who are often disregarded or who have difficulty having their opinions heard.

Disaster and humanitarian response When Plan responds to emergencies, we work with governments, other agencies and local communities to ensure children and young people are protected and that their immediate and long-term needs are met. In addition to disaster relief, Plan has an ongoing partnership with the UN World Food Programme to provide food relief to communities across the developing world. Find out more: plan.org.au/our-work

•• fostering relationships to increase understanding and unity among peoples of different cultures and countries;

Find Out More

•• promoting the rights and interests of children.

Our history plan.org.au/our-history Our approach plan.org.au/our-approach Accountability plan.org.au/accountability plan.org.au/stakeholders plan.org.au/child-protection Feedback and complaints plan.org.au/feedback

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

about us •• helping to fund, direct and deliver community development projects in collaboration with other Plan member organisations, thanks to our supporters through child sponsorship;

Our Global Network Plan in Australia is part of Plan International, one of the world’s largest children’s development organisations. As an independent member organisation, Plan in Australia supports the global Plan network by:

•• designing and delivering our own projects in Africa and Asia-Pacific that match our experience and expertise; •• responding to emergencies around the world and helping communities to better prepare for future crises. Find out more: plan.org.au/about-us

UNITED KINGDOM

CANADA

IRELAND D

UNITED STATES

EGYPT D DOMINICAN REPUBLIC HAITI A TII RE GUATEMAL EMALA EL SALVADOR

HONDURAS

SEN

NIIICARAGUA

SUDAN

AL L

GUINEA-BIS

GUINE

SIERRA LEON COLOMBIA

AMERICAS

320,800 CHILDREN sponsored by Plan Supporters Worldwid

KE NDA N

ECUAD

RWANDA A

TANZANI PERU

BRAZIL

MA ALAW L

ZAMBIA

sponsored by Plane

TONGA

Supporters Worldwid

nsored by Plan

spo 12,888 supporters in Australia

Territory Key Plan National Offices Asia-Pacific

Projects designed & managed by Plan in Australia:

Americas West Africa

Eastern & Southern Africa

Asia-Pacific

Americas Eastern & Southern Africa West Africa

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

REACHING OUR GOALS Santiago, 15, is learning life skills and business skills in Aileu District in Timor-Leste.

REACHING OUR GOALS 12

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

REACHING OUR GOALS

Becoming a Champion for Child Rights In 2014 Plan in Australia completed the third year of our current five-year strategy, titled Champion for Child Rights. It outlines Plan in Australiaâ&#x20AC;&#x2122;s objectives for further and sustained growth, emphasising a focus on quality impact and influence to benefit children, while recognising that growth in income and organisational identity are essential to achieve this. Child rights sits at the centre of our strategy. While it has long been the basis of our programming efforts, child rights is now also the overarching theme of our engagement with the general community, donors and other institutions, enabling Plan to educate the public on the importance of child rights and be recognised as a leading child rights agency in Australia. On the following pages we report on our progress towards our four strategic goals of impact, influence, identity and income. A complete summary of the strategy can be viewed at plan.org.au/our-approach

Our Strategy Our 2012â&#x20AC;&#x201C;2016 Strategic Framework is comprised of a set of organisational goals and enablers.

Aspiration The aspiration crystallises our work around the central idea of being a champion for child rights. This aspiration inspires each level and initiative within the overall strategy.

High level goals The high level goals set targets for the most important outcomes of our work: increasing our impact and influence.

Supporting goals The supporting goals set targets for the delivery areas (identity and income) that enable the higher level goals to be achieved.

Enablers The enablers establish the environment that makes achievement of the goals possible. The structure of goals and enablers is based on a modified Balanced Score Card approach for not for profits.

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

REACHING OUR GOALS

Performance Summary Goal 1

Impact Plan in Australia will have a significant and lasting impact on the fulfilment of child rights for more children around the world. Specifically we have set out to increase the scale and reach of our programming and to deepen the quality of the interaction with children, families, communities and program partners over the life of the strategy.

27 projects in Asia, Africa and Australia iN

2014 DIRECTLY BENEFITTED A TOTAL OF under the australian ngo cooperation program (ANCP)

215,615 MEN, WOMEN AND CHILDREN

Ludivina age 9 (far right), with her sister and brother, collecting water from a Plan-installed water pump in Timor-Leste.

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

Objective 1 By 2016 the number of children reached by Plan in Australia will more than double from 1.2 million to 2.5 million, and we will increase the total number of people we reach in communities from 2.8 million to 5.6 million. • Significant new grant funded programs enabled us to reach this objective in the first year of our strategy (2012). • This year our Civil Society WASH Fund program commenced in Vietnam, Indonesia, Pakistan and Malawi and supported 11,000 people to construct their own latrines and more than 1,600 people to gain access to water supplies. We implemented 27 projects in Asia, Africa and Australia in 2014 under the Australian NGO Cooperation Program (ANCP). Together, these projects directly benefitted a total of 215,615 men, women and children and 772,457 people indirectly. • We reached approximately 750,000 beneficiaries through our UN supported food and livelihood programs in Zimbabwe (113,000 beneficiaries), South Sudan (455,000 beneficiaries), and Cambodia (180,000 schoolchildren). In partnership with our Irish and German offices our food distributions reached a total of 235,519 families or approximately 1.2 million beneficiaries from 18 affected municipalities in post-Haiyan Philippines. • The Australian child sponsorship contribution enabled us to directly reach 3.4 million people and 1.4 million children across 42,866 communities in fifty countries.

REACHING OUR GOALS

Objective 2

Objective 3

Plan in Australia programs will be operational in at least two additional regions around the world.

By 2016 a greater proportion of our Plan in Australia programs will target significantly marginalised groups, and gender equality and disability inclusion will be apparent in all of our programs.

This year Plan in Australia was instrumental in developing a new global Plan partnership with International Medical Corps. The partnership will enable Plan to provide humanitarian support for the first time to those affected by the conflict in Syria, and to improve our reach, technical ability and efficiency in the areas of women and children’s health, nutrition and genderbased violence in Syria and Myanmar.

DEVELOPING A NEW GLOBAL PLAN WITH

TO PROVIDE humanitarian

support

• This year Plan in Australia developed a Gender Self-Assessment tool to assist field staff to analyse and understand the important gender dimensions and to better incorporate girls in our Child Development programs. We provided detailed orientation in the use of the tool to ten Plan Country Offices in Asia and Africa. • We also developed a Gender and WASH Monitoring tool, which was adopted by Plan in Indonesia, Laos and Vietnam for use in their WASH programs. • Through our CBM-Nossal partnership, we delivered training to Plan staff in Cambodia and Timor-Leste to develop their knowledge and capacity for including children and adults with disabilities in our programs. In the Pacific, we partnered with the United Nations Office for Disaster Risk Reduction and the Pacific Disability Forum to create an awareness campaign about including people with disabilities in disaster risk reduction planning, and to ensure people with disabilities were invited to celebrate International Day for Disaster Risk Reduction. This helped remind communities of the need to include those with disabilities.

WE DELIVERED

TRAINING ON

disability inclusion IN OUR PROGRAMS

The Gender and WASH Monitoring Tool Training Guide.

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

REACHING OUR GOALS

Goal 2

PLAN

INFLUENCE

in australia

Plan in Australia will have a tangible influence on the perceptions, policies and practices that uphold child rights. Specifically we have set out to double our influence by achieving the following.

WILL BECOME A

LEADER AMONG PEER AGENCIES

Objective 1

Objective 2

We will improve understanding of child rights among our staff, supporters and donors.

We will increase the number of child rights issues that we take up on behalf of children with decision-makers, policy makers and influencers with good quality public policy positions.

• We conducted a baseline study across the organisation to understand more about the needs of staff with training, support and advice in relation to child rights. • We revised and updated our Child Protection Policy and Code of Conduct and successfully increased staff awareness during a formal launch and ongoing training throughout the year. We promoted the rights of girls through public and private screenings of the Plan-supported film ‘I am a Girl’. This engagement with the public, and with corporate audiences and their networks opened up conversations about the rights and experiences of girls worldwide.

• We made a number of key submissions to government inquiries relating to children’s rights and Australia’s International Aid policy, and held key meetings with federal politicians in relation to Plan’s priority issues. • We partnered with other child focused agencies to respond to the government’s current policy in relation to asylum seeker detention. • We continued support for the Castan Centre’s research into Indigenous Birth Registration rates. We supported Plan’s global Because I am a Girl campaign by working with education coalitions to advocate for greater funding for girls’ education through the Global Partnership for Education. • We partnered with Anti-Slavery Australia to prepare a policy report in relation to Child Marriage in Australia and the Indo-Pacific region.

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

REACHING OUR GOALS

Objective 3 Plan in Australia will become the leader among peer agencies and within the Plan family for advocating on behalf of child rights. • We worked with and lobbied ASEAN to develop the ASEAN Safe Schools Initiative in order to support children’s right to education across ASEAN States. This project has been ratified by all ASEAN member States and programming will commence in FY15, supported by the European Union and Australian Aid. • As Co-Convenor of the ACFID Education Sector Working Group, Plan in Australia led in the development of a publication entitled, Reach, Relationships and Results: Case Studies of Australian NGOs work in Education. The publication aims to demonstrate that NGOs bring qualities and capacities to their work in education and development that are unique, efficient, strategic and often underestimated. • We have contributed a strong child rights emphasis to Plan’s global standards for Child Centred Community Development, partnership practice, gender equality and inclusion.

Objective 4 By 2016 we will double the number of people that are engaged with Plan’s work as advocates and campaigners from 100,000 to more than 250,000. • We were an official sponsor of the 2014 Human Rights Arts and Film Festival. This opportunity enabled us to reach new audiences with messages about child rights, in particular through being the official presenting partner for the film ‘Light Fly, Fly High’ on Sunday May 11. Prior to the film starting, our Deputy CEO delivered a speech to 500 film-goers about the importance of child rights and Plan’s work. Our campaign about every child’s right to play (for physical, social and brain development) reached a total of 728,993 people through media, social media and blog posts and encouraged discussion about child rights more broadly among our supporters and the public.

Children participate in Plan’s erasable fresco mounted at Flinders Street Station on International Day of the Girl.

728,993 PEOPLE REACHED THROUGH

MEDIA, SOCIAL MEDIA

& BLOG POSTS

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

REACHING OUR GOALS

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

Runa, 27, sells pharmaceuticals and conducts basic health checks in Dhaka, Bangalash.

REACHING OUR GOALS

Goal 3

INCOME Plan in Australia will strengthen our income portfolio to support our expanded child rights programming for children.

Objective 1 We will double the size of our income over the five years of the strategy from $41 million to $82 million, with an aspiration to become a $100 million agency through a focus on innovation and efficiency. Our overall revenue grew by 16% from $52.9 million in 2013 to $61.6 million in 2014

OUR OVERALL

• Public income grew from $26.7 million in 2013 to $29.7 million in 2014, a growth rate of 11.23%, which included increases in Supporter of Change, Girls Fund and Child Sponsorships.

grew by 16% from $52.9 MILLION in 2013 to $61.6 MILLION

• Our World Food Programme emergency food distribution grew by 52% from $9.9 million in 2013 to $15.1 million in 2014, driven by strong distributions in Zimbabwe and South Sudan, and complemented by food distributions in post-Haiyan Philippines.

REVENUE in 2014

Goal 4

IDENTITY Objective 1 We will increase our unprompted recall from 1% to between 8 and 10%; double our total awareness from 22% at the commencement of the strategy to 40% plus; and increase the degree to which Plan is associated with promoting child rights and supporting equality for women and girls. • We ensured the communication and marketing of our new fundraising initiative, Supporter of Change, accurately promotes the public’s understanding of child rights. We grew the Plan in Australia blog as our new key external communications channel. Over the last year we’ve seen our audience grow from 11 unique viewers per month to 2,381 per month. This has opened up a whole new platform for public advocacy and interactive engagement with our supporters about child rights.

AUDIENCE

GROWTH

2,381 FROM 11 UNIQUE VIEWERS PER MONTH TO

per month

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

OUR work with children

Children watch Clowns Without Borders perform at IDP camp in Kachin, Myanmar.

Our work with children 20

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

OUR work with children

Our programs The Plan in Australia programs team works in Asia-Pacific and South-East Africa to implement projects that bring meaningful, long-lasting change in the lives of children, their families and their communities. At the core of our approach is the knowledge that helping children access their rights can lead to long-term, generational change. Our program strategy integrates a child rights-based approach with social inclusion strategies for women and girls, people with disabilities, young people, and the poorest and most marginalised. Over the past year, Plan in Australia has adapted to a changing donor funding environment which has seen our anticipated income from DFAT through the Australian NGO Cooperation program reduce. We’ve worked to minimise the impact of this funding reduction on existing programs, with the impact largely affecting our ability to scale-up or support new project initiatives. We’ve also entered into more funding partnerships with other Plan National Offices, so that together we can support more children by expanding existing successful projects. In 2014 we worked to intensify our efforts for the inclusion of those children and groups in our programs who are most marginalised. The following information summarises Plan in Australia’s program work across the key issues of Education; Child Development; Water, Sanitation and Hygiene; Making a Living; Food and Families; Rights in the Community; and Disaster Management.

At the core of our approach is the knowledge that helping children access their rights can lead to long-term, generational change PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

OUR work with children

Highlights in 2014 Education Plan in Australia’s approach to education is to focus on hard-to-reach groups of children and to work with teachers and governments to improve the quality of learning in the classroom. Through this, girls and boys can gain relevant skills that help them in later life. In 2014 Plan in Australia supported education projects in Bangladesh, the Philippines and Timor-Leste with an emphasis on creating equal access to education for marginalised children. •• Our education program in Bangladesh supports marginalised children, including those with disabilities, to access a quality education. This year the program involved 25,387 children across 50 schools, including 244 children with disabilities, along with their teachers, communities and three local disabled people’s organisations, UNICEF and the national government. •• Through the development of teaching and learning materials and the specialised training of 315 teachers, these 50 schools are now equipped to support the inclusion of children with disabilities in the classroom. This has directly resulted in 150 disabled children being able to attend school, with many more disabled children expected to start school in years to come. •• In the Philippines, our education project focuses on supporting alternative learning opportunities for marginalised Mangyan tribal communities, where children do not have access to school or formal learning opportunities. This year the project reached 1,079 children (532 boys and 547 girls) from 35 Mangyan communities with alternative learning opportunities. •• As a result of the project, parents are demonstrating a greater awareness of the need for school readiness, child protection and nutrition. Also, the local government has agreed to pay the salaries of teachers from 20 of the learning centres, meaning that these centres will continue to operate beyond the life of the Plan project.

We work with families to make sure children grow up happy, healthy and ready to learn

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

I want to become an eye doctor Child Development Plan in Australia’s approach to child development is guided by international best practice to ensure that children aged birth to eight have the best outcomes for physical, social and emotional development as well as language development and learning. We work with families to make sure children grow up happy, healthy and ready to learn. We also work with communities, schools and governments to promote community-managed interventions, including early learning centres. These centres are supported to ensure that all children, including those who are marginalised by gender, ethnicity, language or disability, can access quality care and learning without discrimination. In 2014, Plan in Australia supported child development projects in Ethiopia, Indonesia, India, Laos, Myanmar, Uganda, Vietnam and Zambia. Our major focus was on strengthening approaches to gender, in recognition that early childhood is a crucial time for development of girls’ and boys’ sense of themselves and their place in the world. Stereotyped gender norms and inequality are instilled from before birth and reinforced throughout childhood, resulting in denial of rights especially for girls and women. Our programs focused on addressing gender inequality in the early years. •• In Uganda, 1,778 children (880 boys and 898 girls) aged four to five benefited from our programs through 12 new community-based early learning centres that focus on preparing young children for primary school. •• In Indonesia, Plan supported a number of parenting groups (12 groups for fathers and 56 groups for mothers). The groups are assisting fathers to become more involved in childcare and helping mothers to improve their parenting skills and decision-making power in their family. •• In Ethiopia, 120 new parenting groups were established and trained. Parents have reported that as a result of the training they are more verbal, less punitive, and more responsive to their children.

OUR work with children

Maria, 7, Indonesia.

CASE STUDY

At a school in Indonesia, children are busy reading books, laughing as building blocks topple over, and getting the start in life they deserve. Seven-year-old Maria has big dreams. “I want to become an eye doctor some day,” she says. “I want to cure people with vision problems, so they can see beautiful things in the world.” A recent graduate of an early childhood centre in Indonesia, she looks back on her three years at the centre with happy memories, remembering the building blocks and toys she played with every day. “I played with all the toys and games there because I really like to play,” she says. She learned the alphabet and how to read stories, too. Her favourite book was titled Zebra and his Friends (Zebra dan Teman-Temannya in Bahasa), which she read over and over.

But there was a time when school wasn’t fun for Maria. Before Plan implemented its Early Childhood Care and Development program at her school, she didn’t have books and toys. She studied and played with her classmates under a single tree and if it rained, class was cancelled. Now that the childhood centre is fitted with proper materials for class, and runs out of a school building, children like Maria are learning to read and write in a safe space – and the word is spreading. More children are attending the centre because their parents now know it’s a safe place to learn and play. Maria, the budding eye doctor, is on the right path to realising her dream. Now that she’s reading, writing, and enjoying school she is motivated to continue learning. “I want to learn hard to become number one.”

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

OUR work with children

Water, Hygiene and Sanitation Plan in Australia’s approach to Water, Sanitation and Hygiene issues (WASH) is to support and empower children and their families to lead their own improvements, and to specifically focus upon girls, women and people living with disabilities so that the benefits are experienced by all. In 2014 Plan in Australia supported WASH projects in Indonesia, Pakistan, Vietnam, Laos, Timor-Leste, Cambodia, Malawi, Zimbabwe and Uganda. This year we have made a concerted effort to increase our focus on disability and gender. This has included the roll-out of a Gender and WASH Monitoring Tool which enables Plan staff to explore and monitor gender relations in our WASH projects, and ultimately work towards ensuring that Plan’s WASH projects support gender equality. The tool was trialled in Vietnam and is now being adopted by Plan in Laos and Indonesia. This was the first year of Plan’s projects in Indonesia, Vietnam, Pakistan and Malawi that are funded by the DFAT-funded Civil Society (CS) WASH Fund. Significant results across these particular projects in 2014 include: •• More than 12,000 students in 30 schools now have access to improved school water and hygiene services, including rehabilitated water systems and better toilet facilities. This is improving children’s health and enabling girls to enjoy privacy and safety when using toilet facilities. •• More than 1,600 people gained access to improved water supplies (small piped gravity-fed water systems, with taps for households to share in the community) thereby decreasing the time needed to collect water (often a task given to children) and contributing to a reduced risk of disease, most notably diarrhea. •• Over 11,000 people were assisted to construct new toilets for their households, improving their families’ health and reducing the risk of diseases such as diarrhea. •• Over 30 sanitation masons were trained and can now provide households with a local source of better sanitation hardware and construction skills. This means families can invest in long-term, durable toilets and there are local people in the community with the skills to maintain them.

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

•• Muhammad Akram from Pakistan has been trained by Plan as a community resource person, and is tasked with ending open defecation in his village. Muhammad reports that 50% of the community defecate in the open and his task has been to generate a sense of shame in the community around this practice. He told Plan, “I am more determined and motivated to strive for hygiene and sanitation and working for my people. I believe, one day, we will be able to clean our whole village and create a healthy environment for children”. •• More than 45,000 people now have a reduced risk of disease, from receiving training about good hygiene practices such as washing hands with soap at key times.

Making a Living Our approach involves working with families to identify pathways for change, and providing training in vocational and entrepreneurial skills so young people and families can build their own businesses. In 2014 Plan in Australia worked with some of the poorest and most vulnerable people in Bangladesh, Cambodia, Timor-Leste, Sri Lanka and Vietnam. Our programs focused on working with local partner organisations and communities to build the earning capacity of vulnerable individuals and families, and to enable children and youth to access their rights and economic opportunities. Notable results in 2014 include: •• We commenced two new projects in Bangladesh and Sri Lanka to support young men and women to access vocational training linked to employment and selfemployment opportunities. •• 252 disadvantaged young people in rural Cambodia completed vocational training through our program and either secured employment or are planning to establish their own businesses.

Our approach involves working with families to identify pathways for change, and providing training in vocational and entrepreneurial skills so young people and families can build their own businesses

OUR work with children

With support from Plan, I have changed my life

CASE STUDY

Lenia, 24, Timor-Leste.

•• 1,475 of the poorest families in Cambodia improved their income, enabling them to provide for their daily needs and set aside money for emergencies. •• Disability awareness training was delivered by our partner CBM-Nossal for our project teams and local partners in Cambodia and Timor-Leste, to increase their knowledge about the rights of people with disabilities. •• 1,906 young people from remote rural areas in Timor-Leste received training in life skills, civic education, conflict resolution, basic hygiene and public speaking – preparing them to participate meaningfully in employment and in work to improve their communities. •• 101 young people in Timor-Leste completed vocational training, with 30% securing immediate employment as a result. To find out more about our work in this area, visit plan.org.au/making-a-living

Gaining employment is challenging for young people, no matter where in the world they are. In Timor-Leste, when 61% of the population is under 24 years old, and many have limited education, it can be easy to lose hope. The eldest of six children to farmer parents, Plan identified 20-year-old Lenia as a vulnerable young person. Like thousands of other young people, Lenia was at risk of facing unemployment for years. Or without the skills to gain quality employment, she could face exploitation by extended family and employers – in Timor-Leste, girls are particularly vulnerable to violence, discrimination and exploitation. Now Lenia is experiencing financial empowerment first-hand. At a Plan-supported vocational training program in Dili, Lenia learned skills valuable to employers: customer service, speaking English, cooking, mathematics and IT skills. Following a two-month job training placement at a local business, Lenia’s hard work paid off – she was offered a job at a local restaurant in Dili, The Kitchen. “With support from Plan, I have changed my life,” Lenia says.

Afina, age 27 (right), a hospitality trainer who teaches 18-24 year-old students in food production in Dili, Timor-Leste.

She is using her income to not only support her family, but she’s saving money each month so she can continue studying in the future. “With my income, I will reach my dream to continue my studies at university one day.”

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

OUR work with children

CASE STUDY

Hoeun, 58, Cambodia.

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

OUR work with children

A positive spirit Hoeun is a proactive person by nature. A bicycle repairer, chicken and pig raiser, he is also a father of eight children. The 58-year-old uses a crutch to walk around; his right leg was amputated after an accident more than 20 years ago. Despite this challenge, he’s always wanted to get the most out of life. Now, through Plan’s Empowering Families Project, he is. In 1987 Hoeun was an active father, supporting his family. He made an income by selling coconuts and vegetables between homes in his village. By this time the Khmer Rouge had fled, but weapons were still a part of the everyday landscape. One day, neighbours were playing around with a gun. “At that time there were still a lot of weapons around,” Hoeun remembers. “They were pretending to shoot each other, but they didn’t realise the gun was loaded.” Hoeun was shot in the leg, and as a result needed to have it amputated. “When I lost my leg I wasn’t able to do anything.” As the market required travel, Hoeun wasn’t able to do his regular work, and he relied instead on his wife to earn an income. “Especially for that first year, my leg was too painful to move so I didn’t do anything. My wife was the one who earned an income, mostly from selling rice wine from house to house.”

Staying active, and keeping optimistic In time, Hoeun started to move around and got back to working, but he still faced discrimination and struggled emotionally. “I was discriminated against by taxi drivers. When I tried to flag down a taxi, they wouldn’t stop. So any time I wanted to visit my home town, I would have to ask a regular person to stop the taxi and then I would get in.” He felt judged by people in his community, too. “There is a traditional perception that disabled people are always beggars.”

people with disabilities, life got better. “People started to be friendlier to me. As an indicator of how much people in the village now welcome me, I receive millions of wedding invitations! I used to get maybe one a year.”

Now we are very confident that life will continue to get better and better, because I have a lot more skills The road to empowerment Two years ago, Hoeun was given the break he needed: by receiving the knowledge and skills to get back to being the productive and active person he naturally was. Through Plan’s Empowering Families Project, Hoeun received a small grant and training to raise chickens and grow crops. “I learned a lot from others’ experience, for example, in raising animals.” His daughter also received a small grant to help her open a tailoring business, and Hoeun provided support through building the shop where her business operates from. “I also know how to repair bicycles, and Krousar Yoeung [Plan’s partner organisation] helped me buy some equipment for repairing bicycle wheels. So now we have income from both me and my daughter.” “Now we are very confident that life will continue to get better and better, because I have a lot more skills,” he says. “The project’s support has motivated me to become hopeful again.”

“It was a very sad time. After I lost my leg, people didn’t really look at me anymore. They looked through me. Even my own relatives.” Despite the struggles Hoeun got back to work. “I started fishing and exchanging fish for rice,” he explains. And eventually he was able to walk around with a crutch. As his children got older, he was able to work more, and when local organisations conducted awareness-raising around

Hoeun is now earning income from repairing bicycles.

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

OUR work with children

With the knowledge I’ve gained, I don’t need to struggle with my farming Food & Families Plan in Australia’s food and nutrition projects enable children to have access to sufficient, safe and nutritious food at all times. We work with families and communities to make sustainable improvements to their harvest quality, farming methods and resilience to food crises. In 2014 Plan in Australia supported food projects in Zimbabwe and Cambodia. In Zimbabwe we are working to improve the food security of the most food insecure female-headed households in three districts: Chiredzi, Mwenezi and Chipinge. Key successes from this project in 2014 include: •• 137 women and 24 men were trained as seed multiplication farmers, and as a result produced good quality open pollinated varieties of small grain and legume seed suited for the local conditions. These seeds will be available to other farmers in the 2014–15 agricultural season. •• The most food insecure households, particularly femaleheaded households, were identified through village-level processes. More than 4,000 households (85% of them female-headed) received vouchers to purchase small grain, vegetable and legume seeds and farming implements at fairs. •• A series of 24 Agriculture Inputs and Technology Fairs organised and run by Plan reached more than 20,000 people in the project areas, providing them with the opportunity to purchase seeds and farming implements to increase crop yield and efficiency. •• We helped local communities to establish 12 nutrition gardens, each typically benefitting 35 households including those affected by HIV and AIDS. Members were trained in nutrition gardening and food processing. •• We established 128 village savings and loan associations with 951 female and 98 male members. By the end of March the associations collectively had savings of over $29,000, which could then be re-invested by the groups to purchase more land, more crops for the next planting season, or more tools to improve their future yield. •• As a result of our project in Cambodia, 78% of families involved have increased their incomes from more diverse sources, and 60% of families (1,134 families) are no longer classified as poor.

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

CASE STUDY Sarah, 42, Zimbabwe.

At 42 years old, Sarah reflects on her life – year in, year out, she’s worked tirelessly on her farm in Zimbabwe to provide for her two sons. Life hasn’t been easy. Her husband died 16 years ago when her two sons were just one and four years old. Never remarrying, Sarah raised her sons alone. “I have struggled to get food, clothes and an education for these children.” Many Zimbabweans face a range of threats to their food security including drought, poor agricultural performance and dependence on food aid. Vulnerable people like Sarah are at particular risk of malnutrition, falling ill due to not having enough to eat and becoming marginalised by their community. But in 2012, Sarah was nominated by her village to participate in Plan’s Food Security Project. As a result, she has gained vital knowledge about sustainable farming, confidence in her abilities and the respect from her fellow community members. Through the program Sarah can identify the crop varieties that thrive in the soil in her area. “I have been trained in conservation agriculture, food processing and preservation and in post-harvest techniques,” she says. Sarah has been sharing newly acquired knowledge with village members, which is not only helping with their crop growth, but is strengthening her relationships. “This training has made me a fountain of knowledge, and many people come to me for assistance.” Once isolated and struggling, Sarah is now a leading member in her village.

OUR work with children

Rights in the Community

Disaster Management

Plan in Australia works to promote and protect peoples’ rights within their communities, while influencing governments which are responsible for the protection of rights in line with international human rights commitments and national law.

Our approach to disaster management is focused on protecting children from harm. We work with children, their families and communities to reduce the risks from disasters, and to give lifesaving support when disasters strike.

In 2014 Plan in Australia supported rights promotion projects in Indonesia, Zimbabwe, Kenya and Uganda.

This year we focused our efforts on preventative programs that reduce risk to children and their communities from disasters caused by climate change and food shortages. We also lent our support to Plan International’s response to a range of small, medium and large scale disasters, including Typhoon Haiyan in the Philippines (see page 32).

•• In Indonesia a second phase of the Child Marriage Prevention project was approved by Plan in Australia and Plan Indonesia. It is expected that over the next three years the project will reach up to 15,000 adolescents, as well as working with parents, local leaders, religious leaders and community members in Bogor district and Jakarta to protect children and contribute to the prevention of child marriage. •• A mid-term review of the Promoting Rights and Accountabilities in African Communities (PRAAC) program (Zimbabwe, Kenya and Uganda) found strong evidence that community members have increased knowledge of their rights, and marginalised people are more often claiming their rights, especially in relation to gender-based violence, inheritance and health. Women and people with disabilities are also more included in family and community decision-making, are taking on leadership positions and have greater involvement in community decisions. •• In Kenya, the ‘Building Independence for a Better Future’ project commenced, as a partnership project implemented jointly by Marie Stopes and Plan, funded by DFAT’s Australia Africa Community Engagement Scheme (AACES) innovation fund. The project aims to improve health outcomes and socio-economic wellbeing of young people and their families. •• The PRAAC program specifically seeks to increase community support for marginalised members of the community. One beneficiary from the project, Lucia Mumiti told Plan staff about the impact of the program on her life: “The change I consider most significant is the respect that I have seen as a person with a disability… our community has changed how they handle people with disabilities… we are now being drawn closer especially to the leaders who have started liking us from nowhere. As I speak I was elected into one of the village committees… I now have peace in my home, I now have space to participate in our village. I am happy that people now know that disability does not remove our capabilities and that I can do all things exceedingly well.”

Food Aid In partnership with the UN World Food Programme, Plan in Australia helped more than one million people in Cambodia, the Philippines, South Sudan and Zimbabwe gain access to various food aid assistance. This included supplementary food distributions, food for assets programs, nutrition support to malnourished children/lactating and pregnant mothers, and food support for people living with HIV/AIDs. •• In South Sudan our integrated food assistance, nutrition and livelihood recovery project supported approximately 393,807 beneficiaries (of which 236,897 are female) affected by the current internal conflict and food insecurity. •• Between December 2013 and February 2014 we provided emergency food assistance in the Philippines to support more than 345,000 people affected by Typhoon Haiyan, whose livelihoods were completely destroyed by the disaster. •• In Cambodia, we expanded our school feeding program from one province to four (from 458 to approximately 1,000 primary schools, reaching more than 179,000 primary school children). Around 50% of the beneficiaries are girls – who, under family financial strain, are more likely to miss out on being fed.

We helped more than one million people in Cambodia, the Philippines, South Sudan and Zimbabwe gain access to various food aid assistance

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

OUR work with children

Climate change adaptation

CASE STUDY

This year we successfully completed the first phase of our flagship climate change program in Asia (Laos, Thailand, Indonesia and Vietnam) and the Pacific (Kiribati, Tonga, Solomon Islands, PNG, Fiji and Tuvalu). The project works with children and young people and their communities to increase their awareness and understanding of climate change. We then help them to design local, climate-smart solutions to the risks and vulnerabilities that climate change poses for them, and help them to advocate for good practices and learning from their experiences to be incorporated into local, district and/or national government processes. Lam, 12, Vietnam.

In Vietnam, twelve-year-old Lam gets up early every morning to walk two kilometres to school. He enjoys the walk on sunny days – but when it rains, it’s a different story. “I’m afraid of the rainy days,” Lam says. “On those days, I don’t want to go to school … the big trees may fall down at any time.” Lam’s father is concerned, too. “Last year, some houses were uprooted by the heavy rains and strong winds in the village close to our home,” he says. “I feel very worried.” New weather patterns have emerged in the area Lam and his father live, and until recently neither father nor son had the knowledge or skills to protect themselves or their livelihoods from the effects of climate-related disasters. But through Plan, they are now learning ways to adapt to climate change, starting with agriculture. Plan’s climate change adaptation training courses have been taking place in Lam’s village – firstly addressing the protection of livestock. With trees falling down on rainy days, and winds uprooting houses, one of the family’s most valuable assets are at risk: their pigs. Livestock such as pigs are at risk of disease and death due to the rain and cold. But through Plan, Lam and his family are learning how to build cages to protect their valuable assets. “Since beginning to build the new cage for my pigs, I feel much more secure. I’m no longer afraid that the pigs may die because of coldness. It’s also easier to clean the new cage and help reduce diseases,” he said.

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

•• Independent evaluations carried out in both Asia and the Pacific reveal that the program was unique in its focus on children, and as a result children and communities are now able and confident to identify disaster risks in their communities, develop action plans and take actions to address identified risks. •• Children and their communities involved in the program have undertaken a range of actions, including: tree planting and reforestation, home and school gardening, erosion protection, rain water harvesting to help with extended dry periods, and alternative incomegenerating activities such as poultry farming to diversify and increase their sources of income to better protect their livelihoods in the face of a changing climate. •• Project activities have yielded environmental and livelihood benefits, while helping to build community resilience to climate-hazards and gradual changes to weather patterns and their environment. •• A key result from the program is that children are better able to advocate for and exert their rights. This has been achieved in 2014 by allowing children to express their concerns and ideas, and involving them in policy dialogue and forums with decision makers. Find out more about our climate change adaptation work on the Plan Australia blog: plan.org.au/blog/4CA

A key result from the program is that children are better able to advocate for and exert their rights

OUR work with children

Challenges & Priorities In 2014, cuts to the Australian Government aid budget have posed a challenge to Plan in Australia and the international development sector more broadly, given the impact that reducing aid funding has on people living in poverty, many of whom are children. Plan in Australia is continuing to work with other Australian NGOs and ACFID to influence the aid agenda in Australia and champion the rights of children and their families in developing countries. We have also continued to identify new donors and partners so that we can deliver on our strategy commitments. This year we continued to prioritise the needs of children living with disabilities, the girl child and the poorest and most vulnerable children in our programs. There is evidence of good progress being made in terms of increased field staff capacity to include vulnerable children in projects, to address discriminatory gender

This year we continued to prioritise the needs of children living with disabilities, the girl child and the poorest and most vulnerable children in our programs practices and to target the poorest of the poor, yet exclusion still remains a challenge in all of our programs. The causes of exclusion run deep in communities, and multi-pronged strategies are required to create sustained change. While progress has been made in this area, all of our programs need to continue and further intensify efforts to champion the needs of girls, children with disabilities and those who are most excluded.

Samnang with his family at their home in Siem Reap province, Cambodia. Samnangâ&#x20AC;&#x2122;s family is participating in Planâ&#x20AC;&#x2122;s Empowering Families project, which is inclusive of people with disabilities.

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

about us

ENGAGING AUSTRALIA

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

about us

On the eve of International Day of the Girl 2013, Plan in Australia lit up Flinders Street Station in pink lightAUSTRALIA as part of ourANNUAL Because REPORT I am a Girl campaign. PLAN INTERNATIONAL 2014 33

ENGAGING AUSTRALIA distributing blankets, water and shelter kits, and setting up child-friendly spaces that offered children a safe place to learn, play and be children, in the midst of all the chaos. In the first three months we: •• provided more than 900,000 people with emergency food rations •• delivered tents/plastic sheeting to 12,400 families for temporary shelter •• repaired or built 2,340 toilets •• set up 73 child-friendly spaces for 8,500 boys and girls.

Typhoon Haiyan On November 8, 2013, the most powerful storm ever to make landfall tore through the Philippines, killing and injuring tens of thousands and displacing millions of people – many of them young children. Plan was on the ground almost immediately to provide lifesaving humanitarian aid, to help draw the world’s attention to the human cost of the typhoon, and to raise much-needed funds for the crucial response and the recovery to come.

First on the ground With Plan as one of the largest aid agencies already operating in the Philippines (since 1961), we were uniquely placed to assist in the lead-up and aftermath of the typhoon making landfall. As soon as storm warnings were announced, Plan delivered essential supplies such as water kits and plastic sheeting to warehouses in the area, before roads became impassable. This helped approximately 20,000 people to prepare for what was about to come. We also warned people in high risk areas via SMS about the storm’s pending arrival, and evacuated people as early as two days before.

Altogether, Plan’s global response to Typhoon Haiyan assisted more than one million men, women and children in the Philippines. Plan in Australia provided unique support through the immediate deployment of our CEO, media, logistics and food aid staff to support the response.

Bringing the story to all Australians In the all-important early days of the disaster, Plan dominated the media and millions of Australians were able to understand just how devastating this disaster was – and how to help. Plan in Australia CEO Ian Wishart travelled with Channel Nine into the heart of the disaster zone, appearing on National Nine News and Today, and was interviewed by media outlets across the country – reminding Australians to give generously in support of those hit hardest by this devastating storm. Watch Ian Wishart speaking directly from the Philippines about Typhoon Haiyan: plan.org.au/blog/Ian-Haiyan

Despite these efforts, the scale of the devastation was extreme. Almost 6,000 were killed and 26,000 injured. Livestock and property losses were enormous and the epicentre of the disaster covered areas where Plan had been working on a range of development programs with local children until hours before the typhoon hit. All of Plan Philippines’ program units, home to about 40,000 sponsored children, were affected. In the weeks following, Plan staff worked around the clock to assist people who needed it most. Our priority was

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

Devastation caused by Typhoon Haiyan in the Philippines.

ENGAGING AUSTRALIA

Cash for work labourers reconstructing school in Eastern Samar, Philippines.

As the world’s attention moved on, we made sure the Philippines was not forgotten. As Plan moved from emergency response to recovery and rebuilding, we kept our supporters updated in the months following and ensured the voices of the people so badly affected continued to be heard.

Raising much-needed funds A swift and concerted fundraising effort saw Plan in Australia raise a significant amount of funding through grants and from the Australian public and businesses. We secured $833,333 from DFAT for Shelter and WASH interventions and developed a large food aid response through the UN World Food Programme, which allowed us to support more than 100,000 people per month over the first three months following the disaster with emergency food aid. Back at home, Plan in Australia was hard at work highlighting the impact of Typhoon Haiyan, and our response was the most significant in our history. We published blogs and news items to provide supporters a real-time experience of the disaster’s impact – as it unfolded. Through Facebook and Twitter, the stories of Typhoon Haiyan reached supporters old and new. We helped supporters understand how their donations were being put to use to help those hit hardest by the storm – especially children – and personal blogs gave an insight into the lives of those so badly affected. Our supporters were able to better understand the impact of the typhoon, and those hit by the disaster were able to make their voices heard. Visits to our website soared, from around 20,000 a month to more than 30,000 over the month of November. Our communications let supporters know how they could lend a hand, and helped raise hundreds of thousands of dollars for the people of the Philippines caught up in the disaster.

We helped supporters understand how their donations were being put to use to help those hit hardest by the storm

Within 24 hours we’d launched a major public appeal and we were in the first wave of NGO responders. Being right there on the ground enabled us to immediately respond to the needs of those affected and we were heartened that this response was underpinned by the generous support of Plan donors, who gave a total of $679,000 to the appeal. Around 1,500 of these donors were new to Plan, prompted by the broad reach of our fundraising campaign and Plan’s extensive presence in broadcast and print media coverage of the disaster. Our direct mail appeal to existing Plan donors returned almost $10 for every dollar it cost – one of the best returns we have ever had for a disaster appeal. We were especially pleased that around half of the donations came in through our website, confirming the success of both our digital fundraising strategy and the media campaign led by our CEO, Ian Wishart, from on the ground in Cebu. Ian commented, “The area affected by the typhoon looked as if a giant lawnmower had passed over it – little was standing and nothing was undamaged. We are deeply moved by the generous response of Plan donors to help the children and communities affected”. Plan’s corporate partners also provided generous support through staff fundraising. Companies across Australia held fundraising lunches, cake sales and donation days to raise valuable funds for the typhoon response. This grassroots support enabled Plan to provide shelter, clean water and hygiene kits to children and families in some of the areas most devastated by the typhoon.

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

ENGAGING AUSTRALIA

Telling the stories of children In 2014 we developed a suite of Supporter of Change communications which embrace storytelling and highlight vital messages about child rights: especially the right to play, nutrition, clean water and hygiene, health, education, protection, and an acceptable standard of living. By telling the stories of individual children to explain the importance of child rights, we emotionally connect our supporters to our work. Our goal is to take each ‘Supporter of Change’ on a journey from the moment they sign up, so that they become a passionate and engaged advocate for child rights.

Supporters of Change Child Sponsorship has always been the backbone of Plan’s public giving program and there is nothing quite like the opportunity to build a relationship with a child, as they grow and prosper within a Plan-supported community, for donors to feel valued and connected. However Plan in Australia also needs to fund our work in other ways and not every donor wants to give through a child sponsorship relationship. Being a Plan ‘Supporter of Change’ allows donors to experience the satisfaction of supporting a range of projects that are directly managed out of Plan’s Australian office.

That’s how in January 2014, Australia fell in love with a boy called Hennock. A bright and engaging five-year-old from Ethiopia, Hennock was the star of a ground-breaking short film by Plan in Australia that helped launch Supporter of Change and highlighted the importance of play and recreation for young children’s development. The film, ‘My Favourite Things’, signalled a new approach for raising awareness: optimistic and uplifting, it found an original way to help supporters experience the challenges facing the developing world. And it made Hennock a star.

Originally called ‘Priority Project Sponsorship’, this method of regular giving was re-launched in August 2013 to further drive fundraising, enhance our advocacy efforts and to support Plan’s avowed commitment to helping all children access their rights.

The power of donations Almost all the projects funded by Supporter of Change benefit from a ‘match’ component – this means that the contribution of each donation from a member of the public enables Plan in Australia to access funds from a large institutional donor, such as Australian Aid or the World Food Programme. ‘Matching’ adds additional value to the contributions of individual donors that can make the gift worth many times more – sometimes by a factor of ten to one or more. This can mean that a donation of $20 a month can deliver value to Plan-assisted communities by as much as $2,400 in one year.

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

Hennock, 5, outside his home in Addis Ababa, Ethiopia.

ENGAGING AUSTRALIA The film was featured on ABC television, across News Australia websites like the Herald Sun, the Daily Telegraph and the Courier Mail, and was even featured in an article in the Huffington Post. It was selected as a finalist in the prestigious St Kilda Short Film Festival, as well as being shown on the big screen in Federation Square and in Melbourne’s Astor Theatre, just to name a few. But Hennock’s film was just the begining. Later in the year we debuted a second short film, ‘The Goal Shooter’, this time showcasing the story of Christine – a young girl in Uganda whose crucial school years have been helped by a menstrual hygiene management program. Just as with Hennock’s film, ‘The Goal Shooter’ marked a new approach for Plan, and indeed the whole sector. Instead of the usual hallmarks of not-for-profit videos, both films instead made great use of a positive and powerful story to convey an important message – and to empower the very people they featured.

The supporter journey Plan in Australia has never before focused on social media so heavily for a single campaign. Each Supporter of Change film was accompanied by a compelling digital strategy employing quality content across our website, Facebook and Twitter, and allowing supporters and new audiences to be part of the conversation about child rights.

The Right to Play campaign, spearheaded by Hennock’s film, reached a staggering 728,993 people through social and traditional media, blog posts and storytelling Linking fundraising with advocacy Supporter of Change was a unique opportunity for Plan in Australia to marry our fundraising efforts with the big issues that we advocate for – namely child rights. In 2014 our advocacy team was closely involved in the development of key messages for Supporter of Change, ensuring that some of the more complex and technical information around children’s rights and the UN Convention on the Rights of the Child were explained accurately in our communications materials.

Striking a chord Feedback on the new product has been immensely positive and our great team of street advocates in particular love talking to donors about child rights and Supporter of Change.

These strategies engaged a record number of people about the rights of children. The Right to Play campaign, spearheaded by Hennock’s film, reached a staggering 728,993 people through social and traditional media, blog posts and storytelling.

“I feel proud to be selling this product. It’s clear, engaging, easy to communicate and people can relate to it. (Street advocate)

Just one post generated 5,000 shares – reaching 377,600 people – our most successful social media post ever.

“People are now responding because it’s about Child Rights - something they can relate to and feel strongly about”. (Street advocate)

Introducing Hennock and Christine also gave our supporters a rare and valuable insight into the lives of the children with which Plan works. It invited them into their homes and exposed them to the barriers children face every day. Our supporter experience for the Supporters of Change journey also included regular print and email communications, letting them know just how their donations were making an impact across Asia, Africa and the Pacific. Not only was the experience educational, it helped demonstrate to supporters that their funds really are helping children access their rights.

We’ve also had a great response from our supporters:

“It makes me feel so good inside to know that I’m helping someone in the world. You won’t believe the big smile on my face”. (Donor, Melbourne) This excitement has been converted into some encouraging early results and we saw a rapid growth in Supporter of Change sign-ups in 2014. We now have a total of 4,373 active ‘Supporters of Change’, of whom 1,283 converted from the old Priority Project Sponsorship product. Find out more about Supporter of Change: plan.org.au/SOC

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

ENGAGING AUSTRALIA

Focus on Supporters Over the year we received incredible support from businesses, community groups and individuals who raised funds for children and families in need. We also made some changes to how we manage our relationships with our supporters, to provide them with a better experience in their interactions with Plan.

CASE STUDY A new experience for donors In 2014 Plan in Australia embraced ‘Constituent Relationship Management’ (CRM). A CRM system is essentially a sophisticated database in which we securely hold and manage the data we need to give a high quality service to our donors. Previously we had been using a simple system developed in-house, called Plansys. With the increase in the use and sophistication of digital technology and the growth of our organisation, Plansys needed to be retired after many years of faithful service. From late 2012 we adopted a new system, made by Blackbaud, a specialist vendor of software for not-for-profits, which is more accurate, more versatile and will enable us to efficiently manage our interactions with supporters far into the future. In 2014 we completed the roll-out of the system across all of our business areas, and began to experience its benefits and challenges.

Benefits for Plan – and for donors Our new CRM, which our staff decided to call ‘Enterprise’, holds all the records of all our valued donors who give to Plan regularly, and also details of prospective individual donors and organisations. It enables us to send communications to donors selectively, based on their needs, preferences and past interactions with Plan. Communicating to donors with timely and relevant

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

As our staff become more and more familiar with the system and its capabilities, we are … improving both our fundraising efficiency and the quality of service we offer to Plan supporters

material improves the quality of their experience in supporting Plan, making them more likely to remain a donor over a longer period. This in turn improves our fundraising efficiency so we can help more children. Enterprise allows donors to have a better experience allround. Through the MyPlan section of the Plan website (www.plan.org.au) donors can register to find out the status of their donations, obtain a copy of their latest tax receipt, update their details, type a letter to their sponsored child or change their payment methods. Over time we will add more helpful features to give donors a seamless experience with Plan. Enterprise also assists with a range of operational matters: ticketing for events, organising the time and tasks of our wonderful volunteers, recording details of meetings with our vital corporate and philanthropic partners, and producing high quality and accurate management reports – all of it is possible with the new Enterprise system.

Overcoming challenges As in the case of any complex system, the roll out of Enterprise has been a long process which has required great focus and determination from our staff. Like any new and sophisticated system it has not been without its teething problems. Now however, as our staff become more and more familiar with the system and its capabilities, we are truly starting to reap the benefits, by improving both our fundraising efficiency and the quality of service we offer to Plan supporters.

ENGAGING AUSTRALIA

CASE STUDY The Westpac Plan Committee receiving their award.

Clean water through Westpac It’s not every day that a bunch of bankers get to save lives – but that’s exactly what some Westpac banking staff from the Australian Banking & Risk division have done this year. A group of passionate staff formed a ‘Plan Committee’ and organised a program of creative fundraising activities across Westpac to support Plan in Australia’s water, sanitation & hygiene project in Timor-Leste. The group also provided their skills to improve Plan’s business processes and help make us more efficient with donor funds. The dedication and commitment of this wonderful group was recognised within

Westpac by winning the CEO Award for Community & Environment Team 2013. This brought an extra $10,000 donation on top of their own fundraising for Plan – helping to further transform the lives of children in Timor-Leste by providing clean water for more than 3,000 people and a safer, hygienic environment for future generations. “Not only do the initiatives we run provide excellent team building opportunities, it enables us to improve the lives of children in Timor-Leste and the wider community, utilising our skills to benefit those in need,” said Simona Das, Business Analyst, Westpac.

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

ENGAGING AUSTRALIA

We will also continue to advocate with key people in government to ensure that our messages about child marriage and education are included in departmental policy

Promoting girls’ rights In 2014 Plan in Australia broadened our Because I am a Girl campaign to encompass advocacy, corporate and public fundraising and engage young people in the issues of gender equality and girls’ rights. It was the first year that the campaign has been genuinely integrated across these areas in Australia, and while International Day of the Girl on October 11 remained our central campaigning time, this year we stepped up our campaigning activities to occur year-round.

Advocacy On the advocacy front, this year we aligned our Australian political engagement to Plan International’s global campaign advocacy goals for Because I am a Girl. We supported efforts, in coalition with education-focused organisations to secure commitments from the Australian Government in support of the Global Partnership for Education (GPE) – the world’s largest multilateral donor for education. We supported high level events and consultations with key GPE representatives including its board chair, Julia Gillard and its CEO, Alice Albright.

In the latter part of the financial year we partnered with Anti-Slavery Australia to write the report Just Married, Just a Child, the first comprehensive and human-rights based study of child marriage in the Indo-Pacific region. The report highlights the causes and harmful consequences of child marriage and provides specific recommendations on how to end the practice in Australia and in our region. The report will be launched online, shared with government and used as the basis for further engagement with the government and with policy makers in relation to this important girls’ rights issue. We will also continue to advocate in relation to child marriage, with key people in government and within the Department of Foreign Affairs and Trade to ensure that our messages about child marriage and education are included in departmental policy. Find out more about the Because I am a Girl campaign: becauseiamagirl.com.au

We have also worked, through coalitions, in our conversations with key ministerial offices and in consultation with the Department of Foreign Affairs and Trade, to advocate for girls’ education within the Post-2015 development framework – the set of goals that will replace the Millennium Development goals in 2015. We are beginning to see tangible evidence of Australia’s contribution to the campaign’s global advocacy goals. We are becoming more clearly associated with our global campaign for girls within the relevant ministerial portfolios. The government’s commitment to education, to gender equality and to girls’ and women’s empowerment and their stated commitment to ensuring girls are advocated for in the Post-2015 agenda are all positive signs that our advocacy messages are being heard.

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

Actor and Plan Ambassador Melanie Vallejo flicks the switch to light up Flinders Street Station in pink for the Because I am a Girl campaign.

ENGAGING AUSTRALIA

Cycle for Girls

Plan in Australia Board Director Julie Hood at the annual Because I am a Girl lunch in Melbourne

International Day of the Girl In October 2013 Plan in Australia hosted a number of exciting events around Australia to celebrate UN International Day of the Girl and bring attention to our Because I am a Girl campaign. In addition to a policy event and youth-led event in Melbourne, our annual Because I am a Girl corporate lunches once again provided a fantastic opportunity for the Australian business sector to learn and fundraise for girls’ rights. In Melbourne and Sydney, over two lunch events an audience of 500 corporate executives gathered to celebrate the International day of the Girl. Speakers Eva Cox and Julie Hood brought their perspectives on girls’ rights and the importance of education in helping girls fulfil their potential. The audiences were also inspired by Krissy Nicholson, WASH manager at Plan in Australia, who spoke of the solutions to help girls in developing countries complete their education – including simple and affordable access to menstrual hygiene products. Notably, the Melbourne event was held at the MCG – one of the most traditionally ‘male’ venues in Australia. It was significant to hold an event all about girls in a space that, for so long, has been ‘all about the boys’. Both events were a great success with the guests raising over $50,000 for Plan’s Girls Fund programs.

In March, Plan in Australia’s ‘Cycle for Girls, Because I Can!’ adventure saw 27 intrepid Plan supporters cycle over 400km from Saigon to Siem Reap to raise vital funds for Plan’s Girls Fund projects. As part of the preparation for the trip, the participants learnt about girls’ rights and the impact of Plan’s programs on creating equal access for girls and boys to claim their rights. Cycling up to 85km a day over 12 days, the participants travelled deep into Vietnam’s Mekong Delta, discovering a land of seemingly endless water as they crossed narrow bridges to lush islands, met the locals on public ferries, witnessed floating markets and much more. They then crossed the border into Cambodia, and travelled from the beaches and natural treasures around Sihanoukville, to the capital Phnom Penh and on to Siem Reap, home to the temples of Angkor. The highlight of the trip was the opportunity to witness Plan’s work firsthand at one of our projects in Cambodia and join in International Women’s Day celebrations. It was here that the group was able to see for themselves what girls’ rights truly mean, and the power of education for girls who would normally miss out. The group achieved an amazing fundraising result of over $122,000, which provided, health, education and food support to the most disadvantaged children and families in Siem Reap and Kampong Cham, Cambodia.

“I had been looking for something to do for my 40th birthday when an email from Plan landed in my inbox. A fundraising trip cycling 400km through Vietnam and Cambodia. Perfect! It was a no-brainer as far as I was concerned – educate girls and empower women, who in turn invest in their children, and over time will break the poverty cycle.” - Megan, Cycle for Girls Plan Adventurer in 2014

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

our organisation

OUR ORGANISATION 42

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

our organisation

Plan Volunteers receive certificates of appreciation during National Volunteers Week in May. PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014 43

our organisation

Board of Directors Our Board of Directors is responsible for guiding the strategic direction of the organisation, and is accountable for our actions and the impact of our activities. With two long-serving Board Directors retiring from the Board in 2014, the Board appointed three new directors – Amanda McKenzie, Jason Pellegrino and Sally Treeby – who all commenced in July or August 2014.

Governance in FY14

Gerry Hueston (Chair) Elected: March 2012 Current term expires: November 2015

Julie Hamblin (Deputy Chair) Elected: November 2010 Current term expires: November 2016

Plan in Australia’s Board of Directors met five times during 2014, including the Annual General Meeting. Over the year the Board undertook a number of key activities: •• Provided ongoing oversight of our financial and risk management program. •• Met with key fundraising experts to learn about emerging innovations in non-profit fundraising. •• Board Chair Gerry Hueston and Brian Babington took part in the global Members’ Assembly (the highest decision making body of Plan International) and participated in decision making around the forthcoming global brand redevelopment, and a new financial structure for Plan National Offices. •• Monitored the roll-out of Plan International’s global One Plan, One Goal strategy (and its impact on Plan in Australia), which is about building a more effective, efficient and collaborative organisation, better able to meet the demands of a quickly evolving development landscape. For information on the Board’s role, function, structure and operations, see: plan.org.au/governance To find out more about our current Board Directors including their committee membership and international roles and responsibilities, see: plan.org.au/our-people

Brian Babington Elected: March 2010 Current term expires: November 2016

Michael Corry Elected: March 2012 Current term expires: November 2015

Claire Hatton Elected: July 2008 Retired: March 2014

Julie Hood Elected: March 2012 Current term expires: November 2015

Philippa Quinn Elected: November 2010 Current term expires: November 2016

Neil Thompson Elected: January 2007 Current term expires: November 2016

Anne Trimmer Elected: March 2012 Retired: May 2014

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

our organisation

Our People Management structure Executive Team Our Executive Team is responsible for providing effective senior leadership to the organisation, by developing our overarching strategy and ensuring its successful implementation. The team is made up of the Chief Executive Officer (CEO) and the Directors of the five functional areas of Plan in Australia: Programs, External Engagement, Marketing & Fundraising, People & Culture and Corporate Services.

Ian Wishart

Susanne Legena

CEO

Deputy CEO and Director, External Engagement

For more information about our Executive Team, see: plan.org.au/our-people

Management teams Within each department there is a management team made up of senior staff and people managers. Each management team is responsible for the development of operational plans and the management of staff to achieve our strategic goals. Management team members are also responsible for ensuring the implementation of all relevant Plan in Australia policies, including ensuring that police checks and working with children checks are undertaken in their areas in compliance with our child protection policy.

Dave Husy

Ben Holgate

Director, Programs

Director, Marketing & Fundraising

Gerard Dellâ&#x20AC;&#x2122;Oste

Gaye Wealthy

Chief Financial Officer & Company Secretary

Director, People & Culture

Our Staff At the end of 2014 there were 71 employees working at Plan in Australia, all located at our Australian office in Melbourne. We also engaged up to 30 indirect employees at any given time to help us manage peak periods.

Staff Numbers by Department

Year

Executive

Programs

Marketing & Fundraising

Corporate Services

External Engagement

People & Culture

Total

2014

2013

N/A

2012

N/A

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

our organisation

CASE STUDY A New Structure This year marks the end of the third year in our five-year organisational strategy: ‘Champion for Child Rights’. With two years left to reach our 2011–2016 set targets for Impact, Income, Influence and Identity, Plan in Australia’s Executive Team set out to identify a range of tactical adjustments to support the achievement of our strategic goals. As a result, organisational change and restructure was identified as an imperative for the successful delivery of our strategy. As a first step, in February 2014 a briefing was made to all staff on the proposed restructure model and staff were given the opportunity to provide feedback. To support transparency, all feedback received was made available to all staff, together with an organisational change and communication strategy to ensure staff were kept informed on progress.

The restructure provides the foundation for the organisation to re-focus our efforts to have greater impact for children and their communities The staff consultation process informed the Executive Team’s thinking on the proposed restructure, and resulted in a number of significant modifications to the original plan. The final restructure model was announced in April and formally implemented starting on July 1.

The new External Engagement department brings together the Policy and Engagement team and the Media and Communication team/s to promote and enable better integration between our media, communications and advocacy activities. The new People & Culture department has an expanded mandate to build high level staff engagement, motivation and performance which ultimately means greater results for children. The Marketing & Communications department was re-focused and renamed the Marketing & Fundraising department, to better reflect our efforts to grow public income through fundraising, retention and stewardship of our donors. To maximise our efforts to retain our supporters and give them a better customer experience, we created a new stewardship team and renamed and re-focused the Supporter Services Team to the new Donor Service Centre. he Finance team expanded with re-focused streams T and management to more effectively support financial operations across the organisation. A new Program Development team was established to drive further grant growth. The Partnerships team in the Marketing & Fundraising department was re-aligned to focus on generating revenue growth. A number of operational and leadership changes were also made across the organisation. Working groups and management teams were reformed and renamed, with new people managers and specific management groups identified.

The staff consultation process ... resulted in a number of significant modifications to the original plan

Main structural changes Two new departments were created: External Engagement and People & Culture, to better focus our efforts on the high level goals of Influence and Identity, and to better support our staff to deliver high performance. As a result two new Director level roles were also created.

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

How we work together is critical for growth and the achievement of our strategic goals. The restructure provides the foundation for the organisation to refocus our efforts to grow income, align to our adjusted strategy deliverables, and work together collaboratively, productively and flexibly, to have greater impact for children and their communities.

our organisation

Organisational Structure Chief executive Officer

corporate services

executive Office

People & culture

marketing & Fundraising

external engagement

Programs

Business Information systems

Donor services centre

Program Development

media relations

Finance

stewardship

International Programs

communications

Partnerships

Disaster risk reduction

Digital

Fundraising

strategic learning & Inclusive Practice

Policy & engagement

staff by age

staff numbers by Gender and Work type 24%

15%

17% 44% 18-24 (0%)

25-34

35-44

45-54

55-64

65+ (0%)

no. of total staff

no. of full-time male staff

no. of full-time female staff

no. of part-time male staff

no. of part-time female staff

total number of staff: 71

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

our organisation

How we work

Remuneration & benefits

Plan in Australia aims to provide a positive working environment where staff are supported, motivated and engaged. We have a strategic objective to become an employer of choice for both existing and potential staff.

In 2014 we continued to use the Mercer job grading system, to ensure internal equity, and parity with the not-for-profit external job market.

Staff engagement & satisfaction In June Plan in Australia conducted our annual employee engagement survey, facilitated by an external consultant. The survey sought feedback on topics such as leadership, transparency, communication, trust, collaboration, how valued employees feel, and the extent to which Plan is honouring its Employee Value Proposition. It was encouraging to see our employees reinforce the belief that Plan has a very good reputation in the sector, a strong commitment to workplace health and safety, and overwhelming agreement that we have talented people and we are making a difference. The survey also provided us with several key areas for improvement and development over the ensuing year. This, together with key recommendations from staff working groups, has provided the organisation with an opportunity to strengthen internal communication, trust, collaboration, people management development and practices and equity.

The annual salaries of the Executive Team as at 30 June 2014 were as follows: Remuneration (incl Superannuation)

Number of Executives in group

$240,000- 259,999

$180,000- 199,999

$160,000- 179,999

Retention Staff turnover refers to the number or percentage of workers who leave an organisation and are replaced by new employees. Our staff turnover for 2014 was 15.5% â&#x20AC;&#x201C; up slightly from 12% last year due to a small number of voluntary redundancies as a result of the restructure, and several staff seeking new employment opportunities overseas.

In 2014 Plan in Australia prioritised positive development of workplace culture and staff satisfaction, evidenced by the creation of a new People and Culture department (see page 44). We know that our results can only flow from fully engaged and empowered staff. We have made significant progress and work will continue in the coming year.

In 2014, staff at Plan in Australia were given the opportunity to take part in a number of in-house training and development courses

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

Plan Marketing and Fundraising staff members, Lani Masuku and Sani Dowa.

our organisation

Plan staff member Imran Karim taking part in the Cycle for Girls adventure in Cambodia.

Work Health & Safety

Training & development

Plan in Australia remains committed to providing a safe and healthy workplace for all. In 2014 we installed two new electronic desks with adjustable height settings that enable our staff to stand at a workstation and work from their computer, regardless of their height. We have a number of employees with non-work related back conditions, and this was an opportunity for Plan in Australia to take a pro-active approach to demonstrate our commitment to workplace health and safety, and to support our people in injury prevention.

In 2014, staff at Plan in Australia were given the opportunity to take part in a number of in-house training and development courses. Our new eight module ‘Leadership For Today & Tomorrow’ (LFTT) program was launched, with 92% of our People Managers completing Modules 1 & 2 (People Management and Personal Leadership & Proactive Problem Solving); which was then made available for all our people to participate in. Development work is underway on Module 3 (Team Development) which will be offered next year.

We also recognise that there is a greater potential risk to staff who travel to developing countries, and we take all possible steps to mitigate any safety risk. In 2015 we intend to further review and develop a new Security & Safety Policy and Handbook.

Policy updates In 2014 Plan in Australia’s Grievance Policy was revised, updated and re-named the ‘Workplace Issue Resolution’ policy. This reflects a more contemporary and transparent approach, reflects changes to legislation and workplace law, and provides a more positive intent to resolve workplace issues quickly, lawfully and fairly. Plan International’s Whistleblower Policy was revised and tailored to Plan in Australia. The policy articulates our commitment to eliminating fraud or unethical behaviour, and introduced a new independent reporting service available to staff and the community globally.

Other sessions included: •• Embracing Bold Change workshops •• Bullying and Harassment sessions •• Workplace Flexibility workshop •• Workplace Inclusion and Gender Equality workshops for our People Managers •• Planning and Setting Work Goals workshops.

Find out more about working with Plan: plan.org.au/work-with-us

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

our organisation

A boy and girl play together, Thailand.

CASE STUDY

Living Our Values: Gender Equality Many violations of children’s rights have their roots in gender-based inequality and as a child rights agency, Plan believes that addressing gender inequality is critical to ensuring that all children are able to achieve their rights. In 2011 Plan International introduced Plan’s Policy on Gender Equality in order to strengthen our work to achieve child rights. The policy recognises that being effective in promoting gender equality in our international programs, advocacy and policy work requires strengthening our own capacity to understand, challenge and address gender inequality in its various forms and contexts. This includes being willing to critically examine and transform our understanding and practice as individuals and at the level of our organisational polices, systems and culture.

Setting goals for gender equality In 2014 Plan in Australia made great strides in this work. We completed a comprehensive ‘gender equality self- assessment’ (GESA) of a sample of our programs,

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

communications, and internal (human resources) policies and procedures, in order to assess and learn about our current strengths and weaknesses in promoting and achieving progress towards gender equality outcomes. The GESA process demonstrated that although we have evidence of good practice in some areas, we have further work to do to across the agency in order to meet our policy commitments. In response to the findings we developed and began implementing a two-year Gender Action Plan (2014–16).

Gender equality in the workplace This year our activities focused on embedding gender equality into our work practices. This included redesigning team mandates, HR policies, job descriptions and performance objectives to incorporate gender equality competencies and accountabilities, and to support an inclusive workplace. Plan in Australia has also actively shared our organisational gender assessment tools and what we have learned with other Plan offices across the global organisation (including Plan Timor-Leste, Plan’s Asia Regional Gender Network and Plan International headquarters) in order to support them to design and undertake their own gender equality self assessment.

our organisation

Our Volunteers Plan in Australia’s office volunteers are crucial to our organisation. In 2014, our number of regular office volunteers increased from 42 to 66. Our office volunteers are a diverse group of people who bring a wide variety of life and professional experience that they enthusiastically contribute to their work at Plan.

Volunteers by age 5

2 3

On average there were six volunteers working in the Plan in Australia office each day. As a team they represented an average of four full-time staff. In peak times (between August and November) they represented an average of six full-time staff. This year our volunteer program was expanded to place skilled volunteers in our Programs and Corporate Services departments, as well as Marketing & Fundraising. We also ensured our volunteer opportunities were opened to support those living with disabilities.

Roles & responsibilities Over the year our volunteers assisted with a diverse range of tasks including: •• Managing thousands of incoming and outgoing mail items each week

18–24

25–34

45–54

65+

35–44

Volunteers by Gender

•• Office administration (filing, data entry, etc.) •• Accounts Payable and Receivable •• Data integrity maintenance •• Reviewing and proofing sponsor letters

males

Females

•• Information Systems and Helpdesk •• Transcribing field interviews •• Editing and design •• Research •• Event assistance •• Phone support during Typhoon Haiyan.

Recognition To thank our volunteers for their hard work, we held special celebrations throughout National Volunteers Week (13–19 May 2014). On each day of this week we held a morning tea and certificates and gifts were handed out to volunteers by CEO Ian Wishart. Throughout the year volunteers were invited to monthly staff meetings and the end of year function. Find out more about volunteering with Plan: plan.org.au/volunteer

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

our FINANCES

OUR FINANCES

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

our FINANCES

The Year in Review Plan in Australia delivered a strong result for the 2014 financial year with total revenue of $61.6 million representing an increase of $8.7 million or 16% on the previous financial year. Key events for the year saw the absorption of the Australian Agency for International Development (AusAID) into the Department of Foreign Affairs and Trade (DFAT) and Plan’s involvement in the emergency relief work for Typhoon Haiyan in the Philippines. Major contributors to the 16% increase in revenue were World Food Programme (WFP) – up $5.2 million from the previous year – and Australian Government grants (DFAT) – up $2.8 million. The significant increase in WFP income reflected considerably higher food distributions, most notably in Zimbabwe but also in Cambodia, South Sudan and the Philippines.

The total in Australia expenditure for the 2014 financial year saw a modest increase of 0.2% over 2013. Public fundraising costs of $13.0 million were $0.3 million lower than 2013 mainly due to consolidation of previous significant investments in donor acquisitions across regular and single givers. Program support costs of $5.1 million were 19.7% higher than 2013 which reflected higher grant commitments and an increased grant portfolio. Administration costs were 5.7% higher than the previous year, mainly driven by the Customer Relationship Management (CRM) System introduced in 2013 as part of the investment in the administration and donor experience strategy. While we didn’t reach all our financial targets in 2014 Plan in Australia’s growth was an achievement during a year that experienced ongoing economic concerns particularly regarding consumer confidence and spending and also an unstable political setting.

Performance

$33.7m $31.1m $25.6m

$34.1m

2014 target Income Grant Income

Martine, 11, sits at a desk at the Camp Siloe Child Friendly Space in Haiti.

$29.8m

2014 actual Income

$26.8m

2013 actual Income

Public Income

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

our FINANCES

Financial Management Operating environment The 2014 financial year proved to be another challenging year for the local and global economy. Global growth was below average, while in Australia growth picked up in 2014 although the economy remains patchy and consumer confidence is fragile. The unemployment rate continued to edge higher over the past year to 6% in June 2014. The moderate growth in private consumption spending is expected to negatively influence supporter participation in the immediate future and result in more constrained growth for Plan in Australia’s near-term income.

Grant income continues to be a considerable component of total income for Plan in Australia. In spite of the DFAT reductions to the Australian NGO Cooperation commitments program of $1.7 million, Plan in Australia has succeeded in securing other DFAT funded projects, resulting in a $2.8 million increase in Australian Government Grant Income. In the 2014 financial year, total grant income contributed 51% of the total income, which reflects Plan in Australia’s finance strategy to diversify income streams. Grant income from the Australian Government’s official overseas aid program represented 21% of total income in the 2014 financial year.

Five-Year Trend on Australian Government Grant Income Year

$ Amount

% of total Income

Financial strategy

2014

12.9 million

21%

Plan in Australia has established solid financial management, overseen by the Finance and Audit Committee. Our financial management is driven by a sound strategic plan and is reinforced by rigid compliance and financial controls as well as prudent cash management.

2013

10.1 million

19%

2012

11.9 million

24%

2011

11.3 million

27%

2010

8.6 million

22%

Plan in Australia is moving to diversify income streams as part of our 2012–2016 organisational strategy. Diversifying income streams will ensure our revenue is coming from varied sources and products across public income and grant income portfolios. This approach is expected to aid our strategic objective for ongoing growth in the context of an external operating environment that is proving challenging for achieving this growth.

Diversifying income streams will ensure our revenue is coming from varied sources and products across public income and grant income portfolios

Grant income

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

Investments Historically, Plan in Australia has maintained a conservative investment strategy designed to provide greater protection against the more severe fluctuations from a broader equity investment composition. In effect, protection of our donors’ funds has been the major emphasis as opposed to greater growth with increased risk. Our current investment strategy has four key components: 1 Cash based (bank bills, term deposits, government bonds). 2 Individual investments are limited to a maximum of $400k. 3 Exposure to institutions is limited to a maximum of $500k. 4 Institutions must have a minimum Standard & Poors (S&P). Australian rating of no less than A-1 or AAAm for short-term investments or no less than A for medium to long-term investments. Plan in Australia’s investment strategy has performed better than target in the last five years. We were able to produce this performance in a challenging investment environment where rates of return have continued to be low.

our FINANCES

For the 2014 financial year, Plan in Australia maintained appropriate reserves to meet current as well as future responsibilities and obligations

Reserves and assets For the 2014 financial year, Plan in Australia maintained appropriate reserves to meet current as well as future responsibilities and obligations. Reserves at the end of the financial year were $9.3 million and are made up of the following:

Memorial fund The memorial fund reserve represents the principal of contributions held in accordance with the wishes of the donor.

General fund Amounts expended on the acquisition of property, plant and equipment are appropriated from the revenue and expenditure account to the general fund during the year of acquisition, or at the time the asset is held ready for use. As the property, plant and equipment are utilised in the operations of Plan International Australia, the depreciation charge is included as an operating expense and an equivalent amount is released from the general fund. On the disposal of property, plant and equipment, the gain/loss is included as part of the operating expense and the book value is released from the general fund.

Investment Performace against targets 6.00%

$400,000

5.00% $300,000 4.00%

3.00%

$200,000

2.00% $100,000 1.00%

0.00% 2010

target Investment

2011

2012

actual Investment

2013

2014

World GDP Growth

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

our FINANCES Capital reserve

Risks in 2014

The reserve represents the surplus over the book value of a property donated to Plan International Australia and transferred by resolution of the Board to reserves, to be held in reserves and utilised in the event of a major publicity campaign or such other event deemed appropriate by resolution of the Board of Directors.

During the 2014 financial year, Plan in Australia identified and mitigated various forms of risks. Three examples of these risks include:

Retained earnings Amounts representing restricted and unrestricted funds to be distributed for programs and other designated use.

Investment reserve Amounts representing the capital reserve to support Plan in Australia programs that assist vulnerable families in Africa and Asia to achieve long-term food security.

Risk Management Strategy Plan in Australia sees the development of a strong risk culture as the overarching component of our risk management framework. Making risk management an integral part of our organisational culture is essential to improving the organisation’s strategic planning and decision making. This involves ensuring that risk management is embedded into business as usual and not seen as distinct from day-to-day activities. Our Risk Management policy sets out the way in which risks facing the organisation should be assessed, monitored and reported and details the responsibilities within the organisation for risk. It is available to view on our website: plan.org.au/accountability

Process The organisation maintains an organic risk register which is updated by all departments on a regular basis with new risks added and existing risks either retained or removed. The higher rated risks on the register are reviewed formally by the Executive Team on a monthly basis. The high level risk register is also emailed to all Board members on a monthly basis and tabled for review at each Board meeting.

Making risk management an integral part of our organisational culture is essential to improving the organisation’s strategic planning and decision making

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

ONE Risk The change in federal government has seen the merger of AusAID into DFAT meaning that for the first time in forty years Australia does not have a separate aid agency. The government has announced significant cuts to the aid budget and uncertainty exists whether current funding commitments will be honoured. Controls To mitigate this risk, Plan in Australia directly and through the representative body ACFID (Australian Council for International Development) continues to lobby the government to remain committed to overseas aid and to protect key NGO funding contracts. Plan has most of its key grants in four-year contracts with three years to run but this is no guarantee. TWO Risk Plan in Australia had previously identified a deficiency in the current business continuity plan. In the event of a disaster or other situation, there is an operational risk that there are no clear guidelines on the processes to be followed. Controls A new and comprehensive business continuity plan for each operational area has been developed. Additionally we are in the process of upgrading our outdated financial systems with a new cloud based system. A cloud based system allows the organisation to access our systems remotely. The ‘go live’ date for this project is October 2014. THREE Risk Fraud is a continuous risk in any Plan in Australia led in-field program, which has the potential to detrimentally affect the organisation’s reputation among its stakeholders. Controls Plan in Australia has mitigated this risk by assessing each in-field program to reduce the risk of fraud through Global Assurance audits, regular financial oversight and the application of existing procedures.

our FINANCES

Looking forward

Results

In 2014 Plan in Australia completed the third year of a fiveyear organisational strategy. This strategy for 2012–2016 is grounded in our understanding of the potential for further and sustained growth. It places our highest emphasis on quality impact and influence for children while recognising that growth in income and brand identity is essential to realise these higher goals for children.

Income

As part of this strategy, we intend to strengthen our income portfolio in order to support our expanding chid rights programming. In order to achieve this, we aim to double our income from $41 million in 2011 to $82 million in 2016 with a stretch aspiration of becoming a $100 million organisation. Our strategy for achieving this involves: •• diversifying our income streams, products and sources to manage risk; •• increasing our grant portfolio to include opportunities in the Pacific, greater responses to emergencies and access to additional overseas funds; •• expanding non-child sponsorship public revenue to meet emerging program needs; •• optimising the funds available for programs over the life of the strategy; •• increasing return on investments; •• achieving higher cost efficiencies in delivering programs and administration. The recent change of government and the uncertainty of international aid policy will provide a challenge for Plan in Australia in achieving this strategy over the next two years. In spite of this, we still intend to grow in scale and reach, strengthen our thought leadership on child rights issues and continue to give children a voice in determining their futures. In 2014 we’ve made some business adjustments to enable this, primarily through the organisational restructure which saw: •• the creation of a wider mandate for the Finance department through the new Financial Controller role; •• new financial systems, reporting and interfaces; •• new high level coordination across the Programs, Marketing & Fundraising and Finance departments to align funding for programs.

Where our support comes from At 49%, Community support from Australian businesses and the public was the single largest source of income for Plan in Australia in the 2014 financial year. Total Institutional grants grew to $16.0 million. Grant income from the Australian Government’s aid program (DFAT) increased from $10.1 million in 2013 to $12.9 million in 2014 (see details below). Support from the World Food Programme increased from $10.0 million in 2013 to $15.2 million in 2014 and made up 25% of total income and represents Plan in Australia’s increasing commitment to provide food relief to communities in the developing world. All other income (less than 1%) is derived mostly from cash investment returns.

Institutional funding support In 2014 Plan in Australia received funding through a range of important grants, a number of which are summarised below. Australian NGO Cooperation Program (ANCP) In July 2013 Plan in Australia commenced the first year of our four year ANCP contract (FY14–FY17). This grant supports the entire Plan in Australia program strategy to empower children, youth and their communities to know, claim, exercise and enjoy their rights. Unfortunately an original funding commitment from DFAT of $9.2 million was reduced to $7.2 million, representing a loss of $1.95 million in anticipated income. Plan in Australia staff worked hard to limit the impact of these funding cuts on our existing programs, with only a few projects having to endure an actual budget reduction. The cut in funding has, however, limited our ability to initiate new projects and scale-up existing projects. While the cut in anticipated funding was a disappointment, it is important to acknowledge that an ongoing commitment to the ANCP remains within DFAT, and we can now expect the next two years of ANCP funding to remain at FY14 levels, plus CPI.

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

our FINANCES Australia Africa Community Engagement Scheme (AACES) This was the third year of our five-year Promoting Rights and Accountabilities in African Communities (PRAAC) program, funded under the AACES program. In 2014, Plan in Australia received $1.6 million in funding from DFAT in 2014 for PRAAC. AACES is based on a partnership approach among ten Australian NGOs, their partners and DFAT, focusing on community-based interventions in a range of development areas.

overall support $15.2m 25%

$0.4m <1%

$16.0m 26%

$30.0m 49%

Civil Society Water, Sanitation and Hygiene Fund (CSWASH) This was the first year of Plan in Australia’s four-year CS WASH fund program, implemented in Vietnam, Pakistan, Indonesia and Malawi. Plan in Australia received $3.2 million for the first year of this program from DFAT. The program involves a multipronged approach to clearly emphasise benefits for marginalised women, men and children and integrate strong gender and social inclusion elements. It is anticipated that the program will reach 775,000 direct beneficiaries across the four countries before it finishes in 2017. New Zealand Aid In 2014 we entered the second year of implementation for the New Zealand Aid-supported Early Childhood Development project in Vietnam. In 2014 Plan in Australia received $400,000 from New Zealand Aid for the project. The five-year project aims to achieve lasting and improved child development outcomes for children aged zero to eight years, with a specific focus on the most disadvantaged ethnic minority children. Implemented over four districts, the project aims to achieve 100% of five-year-olds and 85% of three to four year-olds accessing formal or non-formal learning opportunities. UNICEF In 2014 Plan in Australia implemented an early childhood program in Zambia and a water and sanitation program in Zimbabwe in partnership with UNICEF. These agreements with UNICEF, worth a total of $965,000 enabled Plan to reach more children and scale-up successful program models. In Zimbabwe, using combined funds from UNICEF, Plan in Australia and DFAT under the ANCP, the WASH project drilled 40 boreholes and fitted hand pumps, rehabilitated 288 boreholes, and 172 communities were triggered to build their own household toilets using the ‘Community-Led Total Sanitation’ approach. Humanitarian Partnership Agreement (HPA) In 2014 Plan in Australia received $833,333 through the HPA to implement shelter and WASH programs for over 20,000 Typhoon Haiyan affected beneficiaries in the

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

community support

WFP Food aid

Institutional Grants

other

Philippines. The independent DFAT evaluation of Plan’s response noted: “The team achieved the targets with high level of satisfaction by the beneficiaries”.

How support is trending Community income of $30.0 million experienced an 11% increase in 2014 from the previous year’s result of $27.0 million. This increase has mainly come through the continued generosity of our supporters with the majority of them increasing their standard monthly donations from $43 to $48. Institutional grant income has continued to increase over the last five years as part of Plan in Australia’s strategic intention to diversify income streams and reduce the reliance on the community to provide for vital programs. Multilateral grant income through the World Food Programme had been identified as an area of potential growth and the 2014 financial year realised a 52% increase over the previous year, enabling Plan in Australia to have a greater impact for children and their communities.

our FINANCES

Cost of FUNDRAISING Plan in Australiaâ&#x20AC;&#x2122;s cost of fundraising is made up of two components: expenses related to fundraising from the public; and the costs of fundraising from government, multilateral and the private sector. Public fundraising costs include all costs related to the purpose of raising revenue from the public. Items include:

Government, multilateral and private sector fundraising costs include the costs of personnel and related expenses involved in the preparation of funding submissions for, and reporting against grants from government, multilateral organisations, corporate and philanthropic organisations.

$ $$

The production and mailing of fundraising materials

The cost of personnel involved in preparing and conducting marketing and fundraising campaigns

Donation related bank fees

The costs of establishing and maintaining public donor databases

Funds paid to third parties to provide fundraising services

PR and media efforts to raise awareness of emergencies and child rights

The cost of promotional or marketing campaigns

Five-year Trend on Support (2010-2014) $60m

$50m

$40m

$30m

$20m

$10m

$0m

community support

Institutional Grants

2010

2011

WFP Food aid

2012

other

2013

total

2014

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

our FINANCES

Expenditure

2014 expenditure on revenue

How the resources were used

Plan in Australiaâ&#x20AC;&#x2122;s resources are utilised for long-term community development, disaster and humanitarian response, advocacy programs, public campaigns and improvements in program quality and effectiveness. In 2014 our contribution to programs of $44.2 million was a significant 33% higher than the previous year. The strong result was mainly driven by higher contributions of cash remittances and in-kind goods. Increased income from public contributions and government grants combined with controlled expenditure resulted in higher funds remitted to the international headquarters at Plan International.

21%

Fundraising costs are related to our efforts to attract donations to fund our program and advocacy work. In 2014, we saw a slight decrease in public fundraising costs (down $0.3 million from $13.3 million in 2013) mainly due to the consolidation of previous significant investments in donor acquisitions across regular and single givers.

1% 73% overseas

admin

Fundraising

community education

Community Education expenses highlight our endeavours to build an awareness of the work done by Plan in Australia among our community and greater supporter base. This expenditure remained stable in 2014. Administration expenses enable Plan in Australia to cover items such as audit and legal fees, insurance premiums, IT equipment costs, support staff costs and office maintenance to ensure our organisation runs efficiently and complies with the regulatory environment within which we operate. This year our administration expenditure increased marginally as part of the strategy to improve our supporter experience.

Five-year expenditure On revenue 90%

70%

50%

30%

10% 0m

overseas

community education

Fundraising

admin

reserves

-10% avg

FY10

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

FY11

FY12

FY13

FY14

our FINANCES

Growing resources over time Plan in Australiaâ&#x20AC;&#x2122;s strategy is to significantly grow the resources available for children over each strategic period. This requires a balance between the immediate release of resources for programs, and growing our supporter base to generate a greater pool of resources in future years.

Where the support was allocated West africa 3%

Globally 12%

The 2014 financial year was impacted by some significant investments made in 2013 which are expected to release resources over future years. These investments include growing the donor base and installing a new Customer Relationship Management system. In 2014 we have commenced work on replacing our outdated financial reporting system with a high tech cloud-based system. Public Fundraising costs reduced slightly from $13.3 million in 2013 to $13.0 million in 2014. Plan in Australia will continue to focus on strategic marketing initiatives to grow the donor base and strengthen and build additional capacity for (non-sponsorship) regular and single giving fundraising. Expenditure in fundraising continues to be an important aspect to Plan in Australiaâ&#x20AC;&#x2122;s strategic growth.

Where the support was allocated (2014) This chart shows where resources* from Australia were committed in 2014. In any year, special needs may result in small changes to the distribution due to events such as emergencies. This will only occur under strict policy settings established by the Plan International Board.

eastern and southern africa 45%

asia 40%

Globally

West africa

asia

eastern and southern africa $4.0m

*Resources to international programs are comprised of income from child sponsorship, grants and public donations as well as gifts in kind received in-country such as WFP food aid.

Contribution to International Programs To get a full picture of the contribution that Plan in Australia is making to international programs it is important to consider three elements: how much we remit or send to Plan International as cash spent in the field; the other program contributions we make directly from Australia to the field in the form of technical assistance, quality assurance and emergency response; and the in-country grants and gifts-in-kind that we acquire and manage. Plan in Australiaâ&#x20AC;&#x2122;s contribution to International Programs for 2014 experienced a 31% increase from the previous year which was mainly attributable to an increase in grant and sponsorship funds remitted and also by strong in-kind commitments. The following table illustrates our overall and specific contributions to international programs over the last five years.

$3.9m

$13.5m $3.8m

$3.4m $3.2m $0.3m $1.5m $3.3m $0.4m

$5.3m

$9.4m

$3.4m

$3.4m $5.4m $24.0m

$23.3m $20.7m

$17.9m

2010

$14.7m

2011

2012

2013

Goods in kind

Plan contribution

overseas Grants

remittance - Cash

2014

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

our FINANCES

Statement of Comprehensive Income

For the year ended 30 June 2014 2014 ($)

2013 ($)

24,215,370

22,357,303

REVENUE Donations and Gifts • Monetary - Child Sponsorship - Appeals

1,500,592

471,746

- Other Cash Donations

3,997,810

3,949,070

29,713,772

26,778,119

• Non-Monetary Bequests and Legacies

280,026

192,179

12,912,684

10,069,996

Grants • AusAID • Other Australian

1,004,906

539,993

• World Food Programme

15,170,751

9,971,552

2,051,819

4,994,813

31,140,160

25,576,354

348,420

305,677

99,182

35,553

• Other Overseas Investment Income Other Income Revenue for International Political or Religious Adherence Promotion Programs Total Revenue

61,581,560

52,887,882

40,158,268

29,450,215

3,258,949

3,042,899

1,797,129

1,181,158

45,214,346

33,674,272

618,906

605,177

13,018,120

13,337,846

87,511

141,405

13,105,631

13,479,251

3,270,573

3,095,162

EXPENDITURE International Aid and Development Programs Expenditure International Programs • Funds to International Programs • Program Support Costs • Remittances to associated parties Community Education Fundraising Costs • Public • Government, Multilateral and Private Accountability and Administration Non-Monetary Expenditure

62,209,456

50,853,862

International Political or Religious Adherence Promotion Programs Expenditure

Domestic Programs Expenditure

62,209,456

50,853,862

(627,896)

2,034,020

Total International Aid and Development Programs Expenditure

Total Expenditure (Deficit) / Surplus of Revenue Over Expenditure

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

our FINANCES

Statement of Financial Position

As at 30 June 2014 2014 ($)

2013 ($)

ASSETS Current Assets Cash and Cash Equivalents

7,461,671

6,887,490

483,055

2,556,253

Inventories

Assets Held for Sale

1,427,635

601,290

9,372,361

10,045,033

Trade and Other Receivables

Other Financial assets

730,178

789,285

1,892,471

2,163,245

Trade and Other Receivables

Other Financial Assets Total Current Assets Non-Current Assets

Property, Plant & Equipment Investment Property Intangibles Other Non-current Assets

Total Non-Current Assets

2,622,649

2,952,530

TOTAL ASSETS

11,995,010

12,997,563

LIABILITIES Current Liabilities Trade and Other Payables

1,271,164

1,585,387

Borrowings

Current Tax Liabilities

Other Financial Liabilities

754,504

735,213

Provisions Other Total Current Liabilities

2,025,668

2,320,600

Non-Current Liabilities Borrowings Other Financial Liabilities Provisions Other

636,617

716,341

636,617

716,341

TOTAL LIABILITIES

2,662,285

3,036,941

NET ASSETS

9,332,725

9,960,622

Total Non-Current Liabilities

EQUITY Reserves

7,215,317

7,058,829

Retained Earnings

2,117,408

2,901,793

9,332,725

9,960,622

TOTAL EQUITY

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

our FINANCES

Statement of Changes in Equity

For the year ended 30 June 2014 Retained Earnings

Reserves

Total

2,901,793

7,058,829

9,960,622

Adjustment or changes in equity due to, for example, adoptions of new accounting standards

Changes in equity, for example from changes in asset fair value transactions

Excess of revenue over expenses

(627,896)

Other amounts transferred (to) or from reserves

(156,489)

156,489

balance at 30 JUNE 2014

2,117,408

7,215,318

9,332,726

balance at 1 july 2013

Table of Cash Movements for Designated Purposes

For the year ended 30 June 2014

Cash available at beginning of year

Cash raised during year

Cash disbursed during year

Cash available at end of year

2,150,085

13,228,969

(13,698,500)

1,680,554

Donations for Programs

965,709

5,498,402

(5,758,399)

705,712

Total for other purposes

3,771,696

25,899,990

(24,596,281)

5,075,405

Total

6,887,490

44,627,361

(44,053,180)

7,461,671

Grants for Programs

Full financial statements The full version of Plan International Australiaâ&#x20AC;&#x2122;s financial statements are available to view on our website: plan.org.au/annual-report or call 13 75 26.

Plan is a member of the Australian Council for International Development (ACFID) and is a signatory to the ACFID Code of Conduct. The Code requires members to meet high standards of corporate governance, public accountability and financial management. More information about the ACFID Code of Conduct can be obtained from Plan and from ACFID at www.acfid.asn.au or by email on main@acfid.asn.au Tel: (02) 6285 1816 Fax: (02) 6285 1720.

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

our FINANCES

Independent auditor’s report to the members of Plan International Australia Report on the Summarised Reports The accompanying summarised reports of Plan International Australia, comprising the summary balance sheet as at 30 June 2014, the summary income statement, the summary statement of changes in equity for the year then ended and the table of cash movements for designated purposes, are derived from the audited financial report of Plan International Australia for the year ended 30 June 2014. We expressed an unmodified auditor’s opinion on that financial report in our auditor’s report dated 22 September 2014. The summarised reports do not contain all the disclosures required by Australian Accounting Standards applied in preparation of audited financial report of Plan International Australia. Reading the summarised reports, therefore is not a substitute for reading the audited financial report of Plan International Australia. Directors’ responsibility for the summarised reports The Directors are responsible for the preparation of the summarised reports on the basis described in Note 1 to the audited financial report, to the extent applicable to the summarised reports. Auditor’s responsibility Our responsibility is to express an opinion on the summarised reports based on our procedures, which were conducted in accordance with Australian Auditing Standard ASA810 Engagements to Report on Summary Financial Statements. Auditor’s opinion In our opinion, the summarised reports derived from the audited financial report of Plan International Australia for the year ended 30 June 2014 are consistent in all material respects, with that audited financial report, on the basis described in Note 1. Basis of Accounting and Restriction on Distribution and Use Without modifying our opinion, we draw attention to Note 1 to the audited financial report, which describe the basis of accounting. The summarised reports have been prepared to assist Plan International Australia to meet the requirements of its members. As a result, the summarised reports may not be suitable for another purpose. Our report is intended solely for the members of Plan International Australia. Matters relating to the electronic presentation of the audited financial report This auditor’s report relates to the summarised reports of Plan International Australia (the company) for the year ended 30 June 2014 included on Plan International Australia’s web site. The company’s directors are responsible for the integrity of the Plan International Australia’s web site. We have not been engaged to report on the integrity of this web site. The auditor’s report refers only to the financial report named above. It does not provide an opinion on any other information which may have been hyperlinked to/from the financial report. If users of this report are concerned with the inherent risks arising from electronic data communications they are advised to refer to the hard copy of the audited financial report presented on this web site.

PricewaterhouseCoopers

D Rosenberg, Partner

Melbourne 22 September 2014 PricewaterhouseCoopers ABN 52 780 433 757

Freshwater Place, 2 Southbank Boulevard, SOUTHBANK VIC 3006 Telephone +61 (3) 8603 1000 Liability limited by a scheme approved under Professional Standards Legislation.

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

COMPLIANCE & REGULATION Plan in Australia operates in a highly regulated environment, with laws, regulations, licences and codes of conduct that we need to comply with to ensure we remain accountable to the community. ACNC, Accounting Standards and ATO As a registered charity, Plan in Australia must comply with the Australian Charities and Not for Profit Commission (ACNC) Act 2012. This includes complying with Australian Accounting Standards, the ACNC regulations, and other mandatory professional reporting requirements. The Australian Taxation Office (ATO) has given Plan in Australia the status of a Deductible Gift Recipient (DGR), granted exemption from Income Tax and provided concessions for Fringe Benefits Tax and GST. Reporting requirements comprise mainly annual fringe benefit tax returns, quarterly Business Activity Statements and monthly Pay-as-you-go (PAYG) submissions. Accreditation Plan in Australia is currently a fully accredited and trusted recipient of funds from DFAT, the Australian Government Department for Foreign Affairs and Trade responsible for managing the Australian Governmentâ&#x20AC;&#x2122;s official overseas aid program. Our accreditation is maintained through a rigorous process by DFAT that is undertaken every five years, involving an in-depth assessment of our management capacity, systems, operations, and linkages with the Australian community against a set of agreed criteria. Being accredited gives the organisation access to the Australian NGO Cooperation Program (ANCP) and DFAT funding programs such as Cooperation Agreements and any other funding mechanisms that may be created. Accreditation ensures the accountable use of funding, and covers our entire portfolio including non-development activities and activities not funded by DFAT.

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

ACFID Plan in Australia is a member of the Australian Council for International Development (ACFID) and a signatory of the ACFID Code of Conduct. ACFID is the peak body for aid and international development NGOs and its code of conduct upholds the highest standards of ethics, effectiveness and accountability. For further information on the Code, please refer to the ACFID Code of Conduct Guidance Document available at: www.acfid.asn.au. Complaints relating to a breach of the ACFID Code of Conduct by an ACFID member can be made to the ACFID Code of Conduct Committee (www.acfid.asn.au/ code-of-conduct/complaints). Fundraising Fundraising licenses are required by many of the States in Australia in order to raise funds within their borders. Plan in Australia holds all required licenses and complies with the requirements associated with these licenses, which includes such conditions as providing extra reporting to particular States. Global Reporting Initiative Plan in Australia is focused on increased transparency for all our stakeholders through our Annual Report. With this in mind, we are using the Global Reporting Initiative as a guide to our improvements with a view to full participation in this standard in the future. Please see our website for details of our performance against GRI standards for environmental sustainability: plan.org.au/ Environmental-Accountability Workplace relations law Plan in Australia is aware and committed to compliance of all workplace relations regulations, statutory and legal requirements. These include: Fair Work Act 2009; Human Rights & Equal Opportunity Commission Act 1986; and Work Health & Safety Act 2011. Workplace practices and internal policies are regularly reviewed to ensure compliance.

ACKNOWLEDGEMENTS Our Patron Plan International Australia is honoured to have Her Excellency, Dame Quentin Bryce AD CVO as our Patron. We give special thanks for her support and endorsement of Planâ&#x20AC;&#x2122;s Because I am a Girl campaign.

Business Supporters Accenture Accor Bechtel Corrs Chambers Westgarth Credit Suisse Deloitte DLA Piper Footprints Network Green Ant Marketing Hobsons iEqualChange Inspired Adventures Intrepid Travel

footprintsnetwork.org

Jet Courier Lander & Rogers Marsh & McLennan Companies Study Group Virgin Australia Westpac

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

ACKNOWLEDGEMENTS Community Fundraisers Friends of Plan Canberra Friends of Plan Perth Women for Girls Adelaide

Program partnerships Plan in Australia establishes partnerships with the relevant Plan International Country Office for each Australianmanaged program. Together with the Plan Country Office, we work in partnership with local government and civil society organisations, including local community-based organisations and national-based NGOs. In most instances it is the local partners who undertake responsibility for managing and implementing program activities and contributing to the sustainability of programs. We thank them for their dedication and commitment. We also wish to acknowledge the following organisations for their partnership and support in 2014: CBM Nossal Oaktree Foundation Marie Stopes International Australia Institute for Sustainable Futures, UTS Monash University Education International Medical Corps

PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

about us

Accreditation Plan International Australia is currently fully accredited and a trusted recipient of funds from the Australian Department of Foreign Affairs and Trade, responsible for managing the Australian Governmentâ&#x20AC;&#x2122;s official overseas aid program.

ACFID Plan International Australia is a member of its professional peak body the Australian Council for International Development (ACFID). We are a signatory to its code of conduct that covers the presentation of annual reports.

This publication is printed on ecoStar, a certified carbon neutral (CN) paper that is FSC certified 100% recycled post consumer waste. It is printed by an environmentally responsible ISO 14001 E.M.S. and ISO 9001 quality management system certified printer with FSC (Chain Of Custody) and Sustainability Victoria Wastewise Gold certification, using vegetable & soy based inks. This publication is fully recyclable, please dispose of wisely. Emissions (being Scope 1 & 2 with an allowance for standard end of life which is within the confines of Scope 3) generated from the production of this annual report have been carbon offset retiring up to 396kgs of CO2 via Climate Friendly (voted No.1 for Carbon Offset in the Carbon Watch Report) PLAN INTERNATIONAL AUSTRALIA ANNUAL REPORT 2014

13 75 26 WWW.PLAN.ORG.AU Plan 18/60 City Road, Southbank VIC 3006 GPO Box 2818, Melbourne VIC 3001 Tel: 13 75 26 Fax: +61 (3) 9670 1130 Email: info@plan.org.au ABN 49 004 875 807