Annual report for Plan International Australia for 2010-2011 by Plan International in Australia

ANNUAL REPORT 2011 PLAN INTERNATIONAL AUSTRALIA

www.plan.org.au

INSIDE 2

INTRODUCTION

14 OUR PERFORMANCE 26 OUR WORK 38 OUR ORGANISATION 54 OUR FINANCES

COVER: Children in Pakistan play at a Child-Friendly Space that was set up by Plan following the flood crisis in AugustSeptember 2010. RIGHT: Girls in a classroom in Laos. Plan is working in Laos to improve education and early childhood care and development services. This report sets out Plan International Australia's progress towards our vision and mission between 1 July 2010 and 30 June 2011. We have referred to this period as '2011'. In this report, the informal name 'Plan in Australia' refers to Plan International Australia. The terms 'Plan International' and 'Plan' refer to the global organisation of which Plan International Australia is a part. Please see page 8 for further information on our global network.

Plan International Australia | Annual Report 2011

OUR STORY

Founded more than 70 years ago, Plan is one of the oldest and largest children’s development organisations in the world and has no political or religious agenda. We work at the grassroots level in 50 developing countries to empower communities to overcome poverty so that children have the opportunity to reach their full potential – and we encourage children to be actively involved in the process. We unite, empower and inspire people around the globe to champion every child’s right to survive, develop to the fullest, be protected and participate fully in family, cultural and social life. Together with our supporters we can transform the world for children.

OUR VISION Our vision is of a world in which all children realise their full potential in societies which 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 • fostering relationships to increase understanding and unity among peoples of different cultures and countries • promoting the rights and interests of the world’s children. www.plan.org.au

During a recent field trip to Central Java in Indonesia, I was interviewed on radio by two young people who are members of a Plansponsored youth group. As the interview progressed I was struck by their expertise and confidence in the media. I listened to these young people discussing youth unemployment and plans to rally and lobby the local government authorities for a post-school employment program in hospitality and mechanical maintenance. I was witnessing the undeniable impact of child-centred community development – where the investment in children and young people to help them understand their rights and empower them to be confident in voicing those rights, has a strong impact on communities near and far away. While the challenges are still great in the poor and remote areas of Indonesia, it is encouraging to see young people, who have had the benefit of education and a healthy lifestyle, have the confidence to speak up and advocate for a better future. This indeed is the work of Plan, where communities are becoming more sustainable and self-reliant and children are empowered to create change. Plan in Australia has a strong and influential 4

from the chair

from the cEO

partnership with Plan Indonesia where we offer both financial assistance and program guidance and support. This was supportive evidence for the strategic direction that Plan in Australia embarked on three years ago with our organisational strategy – investing to increase the size of our organisation and also scaling up our development capacity.

the organisation. This is demonstrated through the publication in 2011 of our first ever Annual Effectiveness Review. The report analyses the original theory of change for our interventions for children, then discusses what is working, and what can be improved.

As financial year 2011 draws to a close, we can reflect on both the achievements and challenges of this year, and the entire three-year strategic period. Over the past year Plan in Australia has had many achievements and recognition – our supporter base has continued to grow and our funding from AusAID has increased. We have developed partnerships with other like-minded not-for-profit organisations, and published our inaugural Program Effectiveness Review. We were also awarded the PWC Transparency Award in the ‘Most Improved’ category for our 2010 Annual Report. All of this could not have been possible without tremendous support from our many loyal supporters – individuals, community groups, institutions and businesses – and we are extremely grateful for your continuing support. During this last year we welcomed two new board directors: Julie Hamblin, a lawyer with experience in HIV/ AIDS issues and health in developing countries; and Philippa Quinn, who has worked extensively in the media and brings a strong perspective on brand and communications. Both these directors are already making a significant contribution to our ability to positively impact the lives of children in the developing world. Looking back over the past three-year period, Plan in Australia has played a key role in assisting the international

Plan International Australia | Annual Report 2011

organisation to achieve its strategic plan. At the global level, Plan International embarked on a new strategic direction to increase its ability to raise funds with admission of two new National Offices in Hong Kong and Switzerland. Plan in Australia, in mentoring Plan Hong Kong has ensured much of its success through a strong governance structure and robust business plan for growth. This achievement can be attributed to the unwavering commitment of Plan in Australia’s CEO and Board of Directors. Today Plan in Australia is recognised as a significant international development organisation for children and this must be credited to the leadership and vision provided by our CEO, Ian Wishart and his Executive Team. They lead an increasing number of very dedicated, committed and extremely loyal staff within Plan and everyone must be congratulated for the achievements this past year, and over the three-year strategic period. I would like to take this opportunity to thank my fellow Board Directors for their contribution to Plan over the past year – they give their time willingly and enthusiastically and can be proud of the leadership they have provided in guiding the organisation to its sound position today. One of the greatest opportunities in life is to be able to make a difference – so I’m appreciative to all of the many sponsors, supporters and volunteers this past year. Your ongoing commitment has enabled us to make a difference to the lives of children, their families and communities around the world.

Anne Skipper, AM Chair, Plan International Australia

This report marks the end of our three-year organisational strategy (2009–2011) titled It Matters to Children. The strategy identified our targets for policy influence, program impact, communication of purpose, and increased income for programs. At the end of this three-year period, I am delighted to report that we have met these targets, and delivered on the strategy. During this time our ability to advocate on children’s issues has increased dramatically. Plan in Australia is now regularly engaged in policy dialogue with AusAID and other NGOs on matters such as early childhood care and development, gender equality, child protection and disaster risk reduction. These cutting edge policies are also being programmed into our work. Measurement of program impact has been elevated to a new status within

Our identity as an organisation has also been sharply clarified so that we can more effectively communicate what matters to us and our supporters. Our new tagline Transform the world for children invites people to become part of an uplifting cause. We are putting this into practice through a variety of initiatives, one of which is our groundbreaking global campaign Because I am a Girl. From an income perspective, we have surpassed our strategy target. While we had forecast to grow to annual income of $33.5 million, in 2011 we achieved an income of $41.8 million. This was greatly assisted by our new status as a high level partner with AusAID on both development and emergency grants, which saw our financial support from AusAID increase from $4 million in 2008 to $11.3 million in 2011. In addition to this, income from public supporters has experienced healthy growth from $20.3 million in 2008 to $26.2 million in 2011. We also recognise that there are areas where we can do better. We must replace our ageing donor management system so that we can provide our supporters with a genuine and integrated experience. We must improve our communication of critical campaigns and new giving opportunities for greater effect. We will aim to reach more children in highly vulnerable situations, especially those living in urban slums.

This is why we have no time to rest on our laurels. There are so many children whose rights are not upheld, that we must strive to do more for. It is for this reason that we enter the 2012 year with a new strategy, titled Champion for Child Rights. This strategy is for a five-year period from 2012 to 2016 and will ensure that Plan in Australia is at the forefront of improving children’s rights around the world. I am continually inspired by the stories of the children I meet who have achieved their rights with Plan’s help. This year, while on a visit to South Sudan following Independence, I met young men and women who are receiving trades apprenticeships so that they can help rebuild their nation. Later in the year I met young children in remote areas of Indonesia who are gaining a head start through preschool so that they can achieve at school and beyond. It is these stories that illustrate the success we have achieved as an organisation, and our reason for being. I remain thankful to the many supporters, staff, volunteers and Board members who have made this year and the three-year strategy such a success for children around the world. I look forward to working together on the challenges ahead.

Ian Wishart CEO, Plan International Australia

www.plan.org.au

OUR YEAR AT A GlANCE

We published

our first ever Annual Effectiveness Review, which reported on key results, developments and learnings from our programs work in 2010

2010-2011

We launched

From Cup to Crop â&#x20AC;&#x201C; our first fully integrated fundraising and events campaign, which raised over $300,000 for emergency food distribution in Ethiopia, South Sudan & Zimbabwe

We increased

our focus on disabilityinclusive programming, with the recruitment of a Disability Advisor to our Program Effectiveness Team

In 2011 we formed a number of significant partnerships which will dramatically increase our capacity in humanitarian response, disability inclusiveness and Africa programming.

$23.4 million was raised through Australian supporters

sponsoring

47,147 children

compared to the previous year (2010), our funding from AusAID increase by

more than 31%

Children at a Plan-supported health centre in Indonesia engage in play-based learning.

Plan International Australia | Annual Report 2011

www.plan.org.au

our global network

NORWAY SWEDEN UNITED KINGDOM

CANADA

IRELAND

FINLAND

DENMARK NETHERLANDS BELGIUM GERMANY FRANCE SWITZERLAND

SPAIN

UNITED STATES

SOUTH KOREA

JAPAN

CHINA

Plan in Australia is a part of Plan International – one of the world’s largest community development organisations. Plan’s work in 50 developing countries is supported by national organisations in 21 donor countries like Australia.

PAKISTAN

INDIA HAITI

DOMINICAN REPUBLIC

HONDURAS GUATEMALA EL SALVADOR NICARAGUA

MALI

COLOMBIA

Plan’s national offices in developed countries are well-placed to carry the major responsibility for raising funds. They provide financial and technical resources and serve as links between sponsors, donors and the children, families and communities Plan works with. Plan’s offices in developing countries are responsible for delivering development programs that benefit children.

VIETNAM

ETHIOPIA

TOGO

CAMEROON

SRI LANKA

KENYA UGANDA RWANDA INDONESIA

TANZANIA PERU

BRAZIL

TIMOR-LESTE MALAWI

BOLIVIA

ZAMBIA

MOZAMBIQUE

ZIMBABWE PARAGUAY AUSTRALIA

National Offices Program Countries Program countries with Priority Projects funded by Plan in Australia

National Offices: Australia, Belgium, Canada, Colombia, Denmark, Finland, France, Germany, Hong Kong, India, Ireland, Japan, Korea, Netherlands, Norway, Spain, Sweden, Switzerland, United Kingdom, United States Program Countries: Bangladesh, Benin, Bolivia, Brazil, Burkina Faso, Cambodia, Cameroon, China, Colombia*, Dominican Republic, Timor-Leste, Ecuador, Egypt, El Salvador, Ethiopia, Ghana, Guatemala, Guinea, Guinea Bissau, Haiti, Honduras, India*, Indonesia, Kenya, Laos, Liberia, Malawi, Mali, Mozambique, Myanmar, Nepal, Nicaragua, Niger, Pakistan, Paraguay, Peru, Philippines, Rwanda, Senegal, Sierra Leone, South Sudan, Sri Lanka, Sudan, Tanzania, Thailand, Togo, Uganda, Vietnam, Zambia, Zimbabwe Program countries with Priority Projects funded by Plan in Australia: Bangladesh, Cambodia, China, Ethiopia, Timor-Leste, Guinea, India, Indonesia, Laos, Kenya, Pakistan, Philippines, Tanzania, South Sudan, Uganda, Vietnam, Zambia, Zimbabwe *India and Colombia are primarily Program Countries, but also operate as fundraising countries.

Plan in Australia supports the global Plan network in three ways: 1) We contribute to globally funded development projects through Child Sponsorship and help direct and deliver these programs through inputs at the global strategy level.

Plan International Australia | Annual Report 2011

PHILIPPINES

THAILAND

SOUTH SUDAN

Plan’s headquarters is in the UK. It has responsibility for guiding the global organisation’s overall operating strategy and overseeing the transfer of resources.

3) We contribute to disaster risk reduction, disaster management and emergency response through funding, staff deployment, technical assistance and awareness raising in the Australian community.

HONG KONG

CAMBODIA

GHANA BENIN

GUINEA

MYANMAR LAOS

SUDAN

BURKINA FASO

SIERRA LEONE LIBERIA

BANGLADESH

NIGER

SENEGAL GUINEA-BISSAU

ECUADOR

2) We design and implement our own development projects when specific programs in Africa and Asia match our experience, expertise and funding capacity. We call them Priority Projects and they are designed to achieve program outcomes that we have identified as priorities for Australian funding support. We fund these projects through government grants and donations from business partners and the public.

NEPAL

EGYPT

AMERICAs

WEST AFRICA

No. of children sponsored by Plan supporters worldwide

343,570

No. of children sponsored by Australian Plan supporters

8374

No. of children sponsored by Plan supporters worldwide

255,511

No. of children sponsored by Australian Plan supporters

8071

Plan in Australia project

No. of emergencies Plan responded to

EASTERN & SOUTHERN AFRICA No. of children 287,008 sponsored by Plan supporters worldwide No. of children 12,912 sponsored by Australian Plan supporters Plan in Australia project 23 No. of emergencies 3 Plan responded to

Asia No. of children sponsored by Plan supporters worldwide

317,210

No. of children sponsored by Australian Plan supporters

17,790

Plan in Australia project No. of emergencies Plan responded to

25 7

www.plan.org.au

ABOUT US Children at a Plan-supported health centre in Indonesia with their mothers and grandmothers.

Children in a child-friendly space set up by Plan play games with Plan staff in Haiti.

studying the root causes of poverty – especially the imbalances in power. Only by resolving both these issues will any future improvements be sustainable.

By applying CCCD we can focus on long-term, sustainable, positive changes rather than just short-term interventions. This means we will not only have a great impact on today’s children but also the children of the future.

Our rights-based approach is primarily guided by the United Nations Convention on the Rights of the Child (CRC). This articulates civil rights and freedoms, family environment, basic health and welfare, education, leisure and cultural activities and special protection measures for children. It is based on four core principles: nondiscrimination; actions taken in the best interests of the child; the right to life, survival and development; and respect for the views of the child in accordance with age and maturity. A girl plays with beads at a Plan ECCD playgroup in Timor-Leste. The playgroup has been running for five years and operates three times a week.

OUR HISTORY

that helps children, their families and their communities in developing countries.

Plan was founded in 1937 by British journalist John Langdon-Davies and refugee worker Eric Muggeridge.

Plan has operated in Australia for forty years, first setting up in 1971. Plan globally has been working with children, families and communities for close to 75 years, and has established a longstanding reputation of being a highly ethical, effective and committed global development agency.

Originally named ‘Foster Parents Plan for Children in Spain’, the aim was to provide food, accommodation and education to children whose lives had been disrupted by the Spanish Civil War. Langdon-Davies conceived the idea of a personal relationship between a child and a sponsor – a model that puts the child at the centre, and today remains the core of what we do. Since that time, our approach to humanitarian assistance has evolved from wartime relief activities, to postwar support, to long-term community development and emergency assistance

provide a safe and healthy environment in which children are able to reach their full potential. Plan recognises that children’s wellbeing is fundamentally connected to the community, and that children’s lives will improve only when their family and community situation improves as well.

OUR APPROACH

We encourage communities, families, youth and children to be active participants in community development to ensure that their interests and needs are met.

Plan is committed to quality programming through our ChildCentred Community Development (CCCD) approach. CCCD is a rightsbased approach to development where communities are supported to develop the structures and skills they need to

CCCD enhances a community’s ability and opportunity to address both the immediate and structural causes of poverty. Immediate causes of poverty are usually addressed by improving basic needs, such as water or food. Structural causes of poverty are addressed by

Plan promotes and advocates for child rights by raising awareness among children, youth, families, communities, the government and others about the rights of every child, and by working to build their commitment and ability to uphold these rights.

WHAT WE DO 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 longterm, sustainable, positive change to communities.

Campaigning and advocacy 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.

OUR STRATEgy Plan in Australia’s organisational strategy for 2009–2011, titled It Matters to Children was developed by the Executive Team in consultation with senior managers and other staff. Over the year, quarterly review sessions were held with senior staff to review learnings and challenges and examine our performance against the directions and objectives of the strategy. The Executive Team also reported against the strategy to the Board of Directors every two months and provided financial reports to the Board every month. Please see pages 14–25 for a summary of our progress against the strategic directions in 2011. Planning and development for the next five-year strategy (2012–2016) began in July 2010. The finalised strategy was signed off by the Board in May 2011.

Children are back in school following the floods in Pakistan. Plan’s Back to School campaign is helping to rebuild, clean up and re-open 150 schools so children can resume their education.

Plan International Australia | Annual Report 2011

www.plan.org.au

accountability Plan seeks to honour its position of trust through a high level of accountability.

Our accountability to children Our first accountability is to children – particularly those who are most vulnerable. Our accountability to achieving results for and with these children is demonstrated through the publication of our annual Program Effectiveness Review, which can be viewed at plan.org.au/whoweare/ accountability.

Child protection Plan considers child abuse unacceptable in all circumstances and is committed to ensuring the protection of all children we work with. We have clear policies, procedures and guidelines to ensure the children we work with are respected, protected, empowered and active in their own

protection; and to ensure our staff are confident, competent and well supported in meeting their protection responsibilities. In addition, Plan has Child Protection Advisors and Officers appointed at national, regional and international levels – all of whom make up Plan’s Child Protection Advisory Network that is part of international and crossorganisational alliances such as the Keeping Children Safe Coalition.

Our financial accountability Plan in Australia operates on a public and government funding platform. The majority of our funds are sourced from child sponsorship and public donations, as well as grants offered by the Australian Government’s overseas aid program, AusAID. We endeavour to achieve the maximum impact and efficiency of these funds, directing them to overseas projects while minimising our overhead costs.

Our stakeholders We recognise that a large number of people have an interest in our work. We therefore seek to be accountable in multiple ways to our many stakeholders, including children, families and communities overseas, host governments, Plan International, corporate members, our Board, ACFID, ASIC, the ATO, our sponsors, donors and partners, and children in Australia. More details can be found on our website: plan.org.au/whoweare/ accountability.

Feedback and complaints Plan in Australia has formal processes for addressing feedback and complaints. The ‘Send us a Message’ page on our website provides a convenient way for supporters to provide any comments or lodge complaints. We also receive feedback by mail and directly through our call centre. In each case, feedback is directed to the relevant staff or department for consideration and resolution.

Performance reports are generated monthly and reviewed by management to determine the type of feedback/ complaint and the way it was resolved. Trends are identified and actions taken accordingly to resolve issues.

Compliance and Regulation Plan in Australia complies with all statutory requirements applicable to the organisation including fundraising, legal, occupational health and safety, and child protection in all states and territories of Australia. Plan is fully accredited and a trusted recipient of funds from AusAID. Accreditation is based on 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 AusAID NGO Cooperation Program (ANCP) and AusAID 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 nondevelopment activities and activities not funded by AusAID.

A boy attends school in Magwi, South Sudan. For the past year, his school has been receiving food, which members of the community volunteer to cook. This has attracted new students to the school and helped students concentrate.

AusAID Accreditation complements the principles and standards as contained in the ACFID Code of Conduct for Non-Government Development Organisations. It is a requirement of AusAID Accreditation that an Agency be a compliant signatory to the Code of Conduct. Please see page 67 for official statements regarding Plan’s association with ACFID and AusAID.

Plan Laos interns enjoy a break during their community development training program.

Plan International Australia | Annual Report 2011

Community members use the river as their primary water resource in many parts of Laos.

www.plan.org.au

OUR PERFORMANCE Meeting our objectives

For the past three years Plan in Australia has been guided by our Organisational Strategy for 2009–2011, titled ‘It Matters to Children’. This strategy is focused on four key Directions, which are supported by four key internal Enablers.

Impact

Influence

identity

Income

Culture

Learning

Accountability

Systems

Each Direction has a number of objectives that Plan in Australia has worked towards over the life of the strategy. The information in this chapter outlines the major achievements and challenges related to each of the four Directions in 2011. See from page 38 onwards for a summary of achievements and challenges of our internal Enablers.

Girls learn at an informal afternoon English class held by a volunteer teacher in Siem Reap, Cambodia.

Plan International Australia | Annual Report 2011

www.plan.org.au

impact

Facilitate high quality child rights-based programs by working closely with our partners

Objective 1: Strengthen our partnership engagement around child rights

A boy reads at a Community-Led Action for Children program in Uganda.

A participant in the Empowering Families project in Cambodia demonstrates how she uses a locally made basket to catch river fish.

Objective 2: Strengthen our measurement of effectiveness through evaluations and reviews

Achievements in 2011:

• In India and Uganda, we worked with schools, government and NGO partners to improve gender, disability and child-friendly water and sanitation facilities in schools, benefiting thousands of children.

• Plan in Australia’s Child Protection in Emergencies program in Haiti was part of the joint AusAID/INGO monitoring mission in September 2010, resulting in a report from our peers indicating that not only was the project well run, but more importantly it was meeting the psychosocial recovery needs of boys and girls, more than was originally expected.

• Through the Empowering Families Project in Cambodia, we promoted awareness of child rights through child clubs in rural communities, ensuring that both children and duty-bearers (parents, teachers and community leaders) understand and know how to support child rights. • Plan in Australia was one of ten agencies awarded a five-year agreement under AusAID’s new Africa Australia Community Engagement Scheme (AACES), signifying our key partnership with AusAID as part of its Africa strategy. • Following the award of this partnership, Plan in Australia worked with Plan Kenya, Plan Uganda and Plan Zimbabwe and intended partner organisations in a participatory design process for the five-year, $10 million program. Marginalised young people between the ages of 14 and 24 years are a key target group for this program.

• The first stage of a longitudinal study on the impact of early childhood care and development project activities in Uganda indicated that our Community Led Action for Children approach is demonstrating significant progress in improving early childhood care and stimulation, increasing the quality of early childhood centres, and encouraging national policies to address early childhood. • An independent evaluation of our ECCD project in India confirmed that the project has resulted in positive change for young children in urban slums and construction sites in Delhi and in rural and remote tribal communities in Orissa and Rajasthan. • We contributed to development of the monitoring and evaluation framework for two Plan programs in Vietnam: Pro-poor Participatory Development, and Participation Engagement and Accountability. • When finalising our six-year Reducing Community Vulnerability to HIV and AIDS Program in Africa, Plan and partners prepared a number of case studies based on program reflection and learning. These studies examine ways to promote the rights of women and children, and are intended for use by government and other sectoral partners. • We finalised our Monitoring and Evaluation (M&E) Framework, designed to guide the M&E approach over the course of our Program and Organisational Strategies. This framework will support a stronger focus on the nature and quality of change, continuous improvement and learning and reflection within programming.

Objective 3: Develop a stronger relief capability Achievements in 2011: • Plan in Australia successfully secured the new AusAID Humanitarian Partnership Agreement (2011–2014), which grants Plan, along with five other agencies, preference in receiving AusAID support when responding to emergencies; this agreement is significant within the global organisation as Plan in Australia is one of the first offices to receive such status with their donor governments. • With the successful tendering for the AusAID Humanitarian Partnership Agreement, we set up formal partnerships with two key agencies in the humanitarian sector: CBM/Nossal for Disability Inclusiveness in Emergencies; and the Foundation for the Peoples of the South Pacific International, for disaster risk reduction and response operations in the South Pacific Islands. • We appointed key humanitarian staff within the international Disaster Risk Management team including Food Security Advisors, a Humanitarian Grants Advisor, and a Climate and Disaster Risk Management Specialist; this is in addition to existing Plan in Australia-supported positions of Disaster Risk Reduction Manager, Operations Manager and Regional Logistician. • As part of our Disaster Risk Management systems overhaul within the office, the Emergency Standard Operating Procedures have been developed in order to ensure clarity of roles and responsibilities across the organisation that will be enabled when a disaster strikes.

Addressing Challenges In achieving impact for the children and communities with whom we work, the organisation’s biggest challenge over the year has been the management of a rapidly growing grant portfolio and the necessary strategic and operational advances that need to occur in order to manage such growth. However the completion of individual thematic strategic plans has enabled the Program Implementation Team to establish clear thematic directions and support decision making for the coming years during this period of growth. These strategies also provide an initial point of discussion with regional and country office partners in terms of mapping out future opportunities for partnership.

Community members at a Community-Led Action for Children program in Uganda.

Plan International Australia | Annual Report 2011

www.plan.org.au

INFLUENCE

Influence key thought leaders and government on the issues that affect children by working with children, communities, media and other NGOs

Objective 1: Strengthen leadership and participation in key networks on child rights issues

Objective 2: Develop research and policy initiatives on child rights and children’s issues in development

Achievements in 2011:

• Plan in Australia delivered child rights messages to secondary students around Australia through our partnership with Global Poverty Project.

• The Australian Research Council (ARC) grant-funded research project Youth Led Learning: local connections & global citizenship was awarded publication as the third book in the Youth Studies series by Melbourne University Press.

• We took on leadership roles in the ACFID Education Working Group and Community Engagement Working Group alongside a number of Australian NGOS and AusAID. • We continued a leadership role of the ACFID Child Rights Working Group, with key achievements including the production of a child rights analysis of AusAID policy. • We played a key leadership role in developing a disability network within Plan International, with plans to formalise into a Global Disability Working Group in future. • We were invited as a lead agency to participate in an AusAID-facilitated Child Protection Sharing Network INGO sector forum and workshop, involving 90 members.

• Our submission to the Independent Review of Aid Effectiveness was well received by the Australian Government and directly acknowledged by AusAID Director General Peter Baxter. • We commissioned a study into the relationship between child rights-based approaches of Australian INGOs and development effectiveness, as a step towards building a stronger evidence base for this development approach. • We undertook significant research on Early Childhood Care and Development (ECCD) in emergencies and child marriage in Indonesia which will lead to development of future programming initiatives.

Objective 3: Initiate dialogue with government on key child rights issues

Objective 4: Strengthen Plan’s thought leadership role through media engagement

Achievements in 2011:

• We strengthened our engagement with the Australian Government on child rights and aid effectiveness, through events highlighting child rights issues and building positive relationships with key parliamentarians.

• We received a significant increase in media coverage during our emergency responses throughout the year, including the Pakistan flood crisis in August 2010 and the Japan earthquake and tsunami in March 2011. Additional media coverage resulted from the 12-month anniversary of the Haiti earthquake, the Girls in the Commonwealth Report and International Women's Day, where Plan took part in the Sydney publicity event ‘The Purse Project’, along with other non-profit organisations.

• We have undertaken a strategic program of engagement and advocacy with parliamentarians and AusAID on ECCD as a tool for improving gender equality, as part of our Because I am a Girl campaign. • Together with Plan UK and the Royal Commonwealth Society, we worked to influence Commonwealth leaders at the Commonwealth Heads of Government Meeting, to act to end early and forced marriage as a key barrier to girls education.

Addressing Challenges With many INGOs increasing their lobbying efforts with government on various issues, the space for engaging with the Australian Government on aid is becoming increasingly crowded. This has been a challenge for Plan in Australia in 2011, but by working in partnership and in coalition with other like-minded agencies, and through networks such as ACFID, we have made significant inroads in engaging with key stakeholders on issues such as Child Rights and Early Childhood Care and Development. To achieve influence on decisions that affect children, we’ve found that it’s essential to establish long-term relationships built on trust and credibility. This takes time and requires a focused investment. We’ve addressed challenges and increased our influence by being clear and consistent in our message, and focusing on where Plan in Australia can have most impact, and add the most value.

Left to Right: Secondary school students Kevin, Aftab and Amir speak at the 1.4 Billion Reasons for Youth launch in Melbourne, run in partnership with Global Poverty Project.

Plan International Australia | Annual Report 2011

• We led a collaborative sector communications strategy in response to the Australian Government’s announcement of an increase in overseas aid funding. This was highly successful and helped manage potential negative media and public response around the aid budget. It also positioned Plan as a leader in the sector in communications and collaboration. • We launched our annual gender equality campaign Because I am a Girl to the media with the assistance of Plan Ambassador Christine Manfield at her renowned restaurant Universal in Sydney. Coverage around the event championed the importance of investing in girls, particularly through education opportunities. Gifty, a teenage girl from Ghana and a participant in Plan’s development projects in her community, travelled to Australia to support the campaign launch. • We developed and implemented a new campaign, From Cup to Crop, in response to the global food crisis. The campaign was launched in conjunction with the Melbourne Food and Wine Festival and was the first fully integrated campaign supported by the full weight of the national office to include marketing, fundraising and program initiatives. • Our CEO Ian Wishart, provided his unique and extensive insight into the development world via numerous media and public engagements throughout the year, including the launch of the 2011 Sphere Project Handbook for Humanitarian Charter and Minimum Standards in Disaster Response. The launch was also organised and hosted by Plan at the MCG in Melbourne.

Left to Right: Joyce Obame, Christine Manfield and Gifty Ansah at the 2010 Because I am a Girl launch.

www.plan.org.au

IDENTITY

Enable our supporters to understand, engage and identify with our cause

Objective 1: Define, own and communicate our brand identity internally and externally Achievements in 2011: • Plan in Australia developed and delivered two integrated campaigns, both based on prominent areas of our work. The first, Because I am a Girl, is our annual campaign based on a nine-part series of reports published by Plan from 2007–2015 that examine the rights and needs of girls and young women in developing countries. The second campaign, From Cup to Crop, was developed in response to the current global food security crisis. It was a holistic and engaging campaign that highlighted the importance of short and long-term interventions to address food shortages in the developing world.

Achievements in 2011: • Our recently developed Brand & Style Guidelines were shared with the organisation on a global level, resulting in various elements being adopted at International Headquarters. • Our Because I am a Girl campaign was launched with the assistance of Gifty Ansah, a 15-year old girl from Ghana who has participated in local development projects with Plan and is an advocate for child rights in her community. During her time in Australia, Gifty met with various media and sponsor groups and shared her life story, reminding us of the importance of the investment in girls and the difference they can make to their family and their community.

• From Cup to Crop was also supported by a documentary we produced in Zimbabwe, featuring well-known Plan Ambassador and restaurateur, Christine Manfield of famed Universal restaurant in Sydney. ‘Food for the Future with Christine Manfield’ aired on Channel Ten and promoted Plan’s food delivery program currently in operation in Zimbabwe, and created a portal for donations to support food delivery to those most in need.

• We published our first Annual Effectiveness Review, which focused on communicating to our partners, peers, stakeholders and the Australian Government our key learnings and results for the 2010 calendar year, and implications for the organisation that had arisen throughout the year. The review has an explicit focus on strengthening our accountability to stakeholders by exploring some of the complexities and evolving nature of our work.

• We formed a national partnership with the Human Rights Arts and Film Festival to promote the rights of children via the national screening of ‘Hands Up’, a film depicting the role children can play in changing the accepted social norms that exist within society.

• From Cup to Crop was the first campaign to be fully integrated across all operational areas of the organisation. We engaged an external consultant to conduct an assessment of its success and effectiveness, and discussions around the campaign will be integrated into the organisation’s 2012 Reflective Annual Process (RAP). All of these findings will be used to inform the future of the campaign.

• We developed a sophisticated and comprehensive Annual Report that demonstrated our commitment to accountability. The report was awarded the ‘Most Improved Annual Report’ in the PwC Transparency Awards.

Gifty Ansah from Ghana with Plan supporters during her visit to Australia for the 2011 Because I am a Girl launch.

Objective 2: Ensure global learning is embedded within our identity

Plan International Australia | Annual Report 2011

Plan in Australia launched the From Cup to Crop campaign in 2011 as a global food initiative.

Objective 3: Improve the quality of service, relationship, and experience we provide for our supporters Achievements in 2011: • In 2011 approximately 110 child sponsors made the long journey from Australia to visit their sponsored children. Meticulous planning by Plan staff in Australia and overseas ensured each visit was a unique experience for sponsors and a special event for all community members. Several corporate partners and major donors were also able to experience and appreciate the progress of the various projects they so generously support through targeted visits facilitated by Plan program staff. • We conducted ‘mystery shopping’ to assess customer service levels of our Supporter Service Team, resulting in a score well above the sector average and second overall in the sector. • We improved our fulfilment process to a 24-hour turnaround for all welcome packs, ensuring that new supporters received their introductory information in the mail within a few days of signing up. • We continued our focus on getting to know our major supporters personally and understanding their motivations for giving so that we could better facilitate their philanthropic aspirations and build more fulfilling relationships.

Addressing Challenges The low brand awareness of Plan in Australia continues to create a challenging landscape for the organisation. Despite the development of a strong internal brand identity, it has been challenging to communicate the complexity of our work to the general public in a succinct and readily understood way, particularly since the organisation has expanded into areas such as emergency response and gender equality programming. While inroads have been made to provide new and innovative ways to engage the community, schools and supporters, the lack of a single minded proposition for our identity has made communication of our brand difficult at times. In response to this, we’ve undertaken brand equity research to focus on the attitudes and behaviours of the overall market. The study incorporated key elements of supporter acquisition in the form of brand awareness, knowledge and brand associations, through to building engagement of existing supporters, measured through involvement, commitment and advocacy. Brand awareness was measured using both unaided recall and prompted recognition. The findings will inform further research and development of our brand over the coming year, and as we introduce a new five-year strategy, these issues will be addressed to ensure the growth of the organisation is commensurate with the level of awareness in all sectors.

• We offered our major supporters the opportunity to experience and see for themselves the impact their contributions were making. We did this through visits to our projects in the field, and through engagement events here in Australia where our supporters were invited to meet visiting program staff from our Country Offices and speak with them personally about the work they’re supporting.

On behalf of Plan in Australia, Board member Claire Hatton accepts the 2010 PwC Transparency Award for ‘Most Improved Annual Report’.

From Cup to Crop food fighters (clockwise from top-left) Luke Mangan, Lyndey Milan, Adam D’Sylva, Manu Fieldel, Pete Evans, Andre Ursini and (centre) Christine Manfield. www.plan.org.au

INCOME

Increase income for program work by adopting strategic marketing approaches that achieve cost efficient growth

• In 2011 we acquired 7753 new child sponsorships, which was below our forecast for acquisitions. It was a difficult year to acquire new sponsors due to the limited availability of advocates to promote Plan through our face-to-face acquisition channel.

• We offered payment holidays to our regular sponsors living in areas affected by natural disasters here in Australia (such as Queensland floods).

• We renamed and relaunched our ‘Children First!’ regular giving option as ‘Priority Project Sponsorship’ to provide greater focus on supporting Plan’s Priority Projects that are devised and managed from our Australian National Office. This activity resulted in a 13% growth in the supporter base for this channel, from 1487 to 1686 donors.

• We began work on an extensive new initiative to assess and improve the experience we provide to supporters. Continuing into 2012, this significant project will involve an overhaul of our digital, print and personal touch points with supporters, and introduce fully integrated and comprehensive experience pathways.

• We launched ‘Girls Champion’, enabling our supporters to make an additional regular gift of $9 or more a month to support our projects that address gender inequality. By June, 363 supporters had signed up as Girls Champions.

Objective 3: Improved focus on retention of supporters

• We launched 'Children in Crisis Champion', enabling our supporters to make a monthly contribution of $9 or more to support vulnerable children and their communities in the first 12–48 hours after an emergency. By the end of June, 266 of our existing supporters had signed up to be Children in Crisis Champions.

Achievements in 2011:

• Our new campaign From Cup to Crop raised over $300,000 and introduced more than 1000 new donors to Plan. • We diversified our grant agreements and donor partners for our Australian-managed programs.

• We conducted follow-up calls to new supporters after six months to thank them for their support and assess their satisfaction • We conducted a review of our arrears process to ensure we can follow up with supporters when their regular payments lapse • While our focus on retention was not as strong as we would have liked, we have made this a priority for 2012 and beyond.

Achievements in 2011: • In May, we launched a trial of an in-house face-to-face fundraising team following lengthy consultation with other organisations in the sector who also run in-house teams. Due to the challenging environment in which they work, it is extremely difficult for external suppliers to find and retain advocates to work in this channel. Our investment in an in-house team is part of a long-term approach to manage our reliance on external advocates. • We combined the July mail out of our bi-annual supporter magazine Global Child with the mail out of tax receipts, saving thousands in mail and postage costs and improving the open rate of the magazine. • We received in-kind support in the form of pro bono services from a number of corporate partners (for more information see page 53).

Plan launched Girls Champion, a new regular giving option for supporters that addresses gender inequality.

Support from the

Addressing Challenges As mentioned, the main challenge in 2011 has been in acquiring new supporters through the face-to-face fundraising channel. The difficulty faced by all suppliers in recruiting advocates has meant we have been unable to acquire supporters at the rate we had originally planned. The trial of our in-house advocate team has formed part of the strategy to address this issue, and in 2012 and beyond we will be moving towards a strategy that relies less on this channel. The new low priced regular giving products launched this year provide Plan with a much greater opportunity to grow revenue from new and existing donors, as we now can provide a wider range of ways to support Plan at prices that may be more suited to individual donors’ capacity to give.

public

$1,313,516

Achievements in 2011:

$134,491

Achievements in 2011:

Objective 4: Cost efficiency gains through strategic partnerships, supplier review, and comparing outsourcing to in-house

$460,568

Objective 2: Understand and customise towards supporter and grantor needs

$23,386,057

Objective 1: Create diversification of supporter segment, product and channel

Funds raised through Child Sponsorship Funds raised through Priority Project Sponsorship Funds raised for GirlsFund through one-off donations and Girls Champion contributions Funds raised through Appeals (including through the Children in Crisis Fund)

A member of Plan in Australia’s in-house fundraising team signs up a new supporter in Melbourne.

Plan International Australia | Annual Report 2011

A donation infographic on our From Cup to Crop campaign website helped to explain to our supporters the value of their donation. www.plan.org.au

Long-term value of a supporter In 2011 we conducted a long-term analysis of our supporters to establish the estimated financial value of a new donor based on whether their first gift was a single donation or monthly donation as a regular giver. This chart shows the average value per donor over five years, based on the type of initial gift. revenue per donor over 5 years-based on

original gift $1,600

$1,200

$800

$1,476

$400

$574 $0 Single Gift

Regular Gift

Support from business For our corporate team, 2011 was a very successful year with a number of successful events and new partnerships. Melbourne’s picturesque National Gallery of Victoria was the perfect setting for our inaugural Because I am a Girl business lunch, hosted by our partner Marsh & McLennan Companies and attended by more than 430 distinguished guests. Her Excellency Ms Quentin Bryce AC Governor-General of the Commonwealth of Australia opened the event with an inspirational speech on why investing in girls is a key to ending poverty, stating her belief that the Because I am a Girl campaign “gives an invaluable gauge and guide for the progress of the girl child”. To build awareness on the importance of water and sanitation, Plan in Australia partnered with the Westpac Group’s Australian Banking Risk Team to provide a new eco water bottle, available for purchase by Westpac employees nationally at on-site cafes with proceeds going to Plan’s WASH projects in TimorLeste. The ‘Glass Half Full’ bottles were made from plant extracts and were BPA free – so Westpac staff not only helped children in Timor-Leste access clean water, but also helped the environment. As online purchasing increases in popularity, so does the opportunity for people to donate online. Our partner The Footprints Network utilised their alliance of e-commerce businesses to aggregate thousands of microdonations made with online transactions. Jetabroad, an online travel agency and long-term Plan partner, has also developed an online mechanism to

Plan’s inaugural Because I am a Girl business lunch at the National Gallery of Victoria was attended by more than 430 guests.

Plan International Australia | Annual Report 2011

raise funds. Thanks to this simple use of technology, and the generosity of thousands of customers, we raised vital funds for our projects in Timor-Leste and India and for our response to the current food crisis in the Horn of Africa. Plan in the Australasian region, along with our counterparts in the United Kingdom and the United States, partnered with Study Group’s company charity Building Futures which raises funds for education initiatives in developing countries. Through Plan, Study Group has improved educational opportunities for children in China and Benin and in 2011 the organisation raised funds for Plan’s School Improvement Program in Niger, that will contribute to better school access and higher achievement rates, particularly for girls. Corporate fundraising for our disaster response activities was also successful in 2011, with The Arts Centre in Melbourne supporting our Pakistan flood response and Japan Tsunami response through asking their audience to donate after a performance. SchoolAid also raised funds through schools around Australia to support our continued response to the Haiti earthquake. Thank you to all the businesses and companies that have supported Plan in Australia this year. We look forward to working with you in the future to transform the world for children.

funding from Trusts and Foundations. We took the opportunity to speak to supporting Trusts and Foundations about their philanthropic interests and motivations so we could work together on the mutual objective of helping children in developing countries to realise their full potential.

journey took them to Nepal where they trekked the foothills of the Himalayas and visited communities taking part in Plan’s development projects, so they could witness the value of their support firsthand. This bolstered the support we received from physical challengers with a new international focus.

Several Trustees visited the projects they were supporting and were able to see for themselves the impact their contributions were having on the ground. As we continue to build enduring relationships with our supporters, we’re grateful once again for the unwavering support of our benefactors.

A number of individual and groups played a vital role in raising funds for our work in 2011. Kevin Welsh from NSW, one of our long-standing supporters, supported Plan’s projects in Africa with $15,000 raised through the sale of plants in his business.

Community Fundraising

Friends of Plan Canberra contributed $6000 through various events that raised awareness of Water and Sanitation issues in Timor-Leste.

Community Fundraising continued to grow in 2011, with $148,000 raised through the individual and group efforts of community fundraisers.

Everyday Hero, through national fun runs and online events created by Plan supporters, raised over $26,000. All our online fundraising partners contributed to raising more than $86,000.

Through a partnership with Inspired Adventures, we introduced a new opportunity for Plan supporters to engage with our work by fundraising for Plan and visiting our work in the field. Thirteen committed Plan supporters took part and raised over $53,000 in support of GirlsFund. Their

In Adelaide, the Women’s Group raised over $16,000 for our Empowering Families project in Cambodia. They also hosted the Adelaide launch of Plan’s From Cup to Crop campaign, which received strong media coverage and raised $4800 on the day.

Trusts & Foundations The 2011 financial year saw a growth in supporters establishing structured giving vehicles such as private ancillary funds and this had a positive impact on Plan supporters in Nepal on the ‘Trek to Nepal’ trip, a fundraising challenge run in partnership with Inspired Adventures. www.plan.org.au

our work OUR GLOBAL PROGRAMS Plan works globally to bring long-term, sustainable, positive change to children and communities through community development programs, advocacy and engagement, and emergency preparedness and response. As described on page 8, Plan in Australia designs and implements Priority Projects in Asia and Africa that match our funding capacity and expertise. These projects are focused on five program areas, which correspond directly to a number of Millennium Development Goals (MDGs) and align with Plan’s global program framework goals. Underlying the five thematic program areas is our Disaster Risk Management program, which aims to help communities identify, prepare for, and respond to disasters. We also integrate a number of crosscutting social inclusion strategies into our programs – these include a focus on gender, disability, marginalised youth and children in the poorest and most difficult circumstances. In 2011, Plan in Australia designed, managed and implemented projects in 16 countries across three regions. We also responded to 11 emergencies across the four regions Plan works in globally. The information on the following pages summarises our program work in 2011 – the approach we took, our achievements, the challenges and our priorities for the future. Image: A boy eats a hot lunch at a school in Magwi, South Sudan. For the past year, his school has been receiving food, which members of the community volunteer to cook. This has attracted new students to the school and helped students’ concentration.

Plan International Australia | Annual Report 2011

www.plan.org.au

EDUCATION & ECCD

Transform the world so children can develop to their full potential

The first few years of a child’s life are the most critical for their social and cognitive development. Insufficient early learning and care, poor stimulation or lack of quality education can have severe consequences on a child’s ability to survive and develop to the fullest.

Our Approach

Regional profile

Plan’s Early Childhood Care and Development (ECCD) and Education projects help children to access their right to education, so they are equipped with the tools that enable them to participate, learn and contribute to the fullest extent possible. Our approach is rights-based, working with rights holders and duty bearers to achieve positive outcomes for children and youth; and strengthsbased, empowering parents and communities to provide care, protection and education for children. Our work encompasses parenting, play groups, home- and centre-based care, school readiness, government school systems and alternative learning approaches. Our work in ECCD and education focuses on the poorest and most marginalised, including girls, children with disabilities and children from ethnic minority groups.

CHINA

BANGLADESH INDIA

Children learn through play at Plan-supported ECCD centres in rural parts of eastern Indonesia. Play and learning materials are locally made from low cost materials.

LAOS

VIETNAM

PHILIPPINES

ETHIOPIA

UGANDA

Highlights from the year

INDONESIA

In indigenous communities in the Philippines, two interns from Plan in Australia trained 36 local teachers in creative ways to incorporate local culture into learning, including through storytelling and dance. Such creative learning is crucial for children with no previous formal education.

ZAMBIA

In the Philippines, our interns supported the development of storybooks in seven local languages, narrated by tribal elders and illustrated by Filipino and Australian artists, enabling culturally-relevant learning for local indigenous children. In rural Bangladesh, we improved quality education for more than 10,000 children in playgroups, 4000 children in preschools, 1275 children in learning camps and 3200 children at transitions camps to help them successfully transition to primary school. PROJECTS DESIGNED AND MANAGED BY PLAN IN AUSTRALIA Asia projects East & Southern Africa projects

12 8 4

In India, we supported high-quality, low-cost ECCD services: in Orissa, 474 girls and 475 boys attended 40 Plan-supported ECCD centres in remote tribal communities; in Delhi, 1941 children aged 0–3 and 1503 children aged 3–6 attended ECCD centres in urban slums; in Rajasthan, our partner is working very closely with local government to strengthen their Integrated Child Development Services for young children; and nationally we supported FORCES, the only national-level network advocating for the rights of the Indian child. In eastern Indonesia, we are implementing low-cost, culturally-relevant early childhood and parenting activities in 39 villages in the districts of Sikka and Lembata: so far 65 parenting groups have been established, reaching almost 2000 parents and caregivers through providing a space for mothers and fathers to discuss child development, child protection, parenting skills, nutrition and more; and 13 existing ECCD centres are being supported, including with play and learning materials and caregiver training.

School children play on equipment made from locallysourced materials in Uganda.

Plan International Australia | Annual Report 2011

Future priorities Increase our focus on more inclusive programming, including in relation to children with disabilities in rural and remote ethnic minority communities in Laos. Document, evaluate and develop materials from the Creative Spaces sub-project in the Philippines, with the aim of expanding the project into other Asian countries. Strengthen Plan’s programming approach in East and Southern Africa to improve children’s transition to primary school, and to build capacity for ECCD in emergencies. Set up longitudinal studies in our Indonesia and Vietnam ECCD projects, to help provide an evidence base for advocating to donors, government and partners on the importance of ECCD for education outcomes and reducing gender inequality.

www.plan.org.au

WATER, SANITATION AND HYGIENE

Transform the world so children are healthy

Access to safe drinking water and hygienic sanitation are vital for the survival and development of children and youth. In spite of decades of effort, nearly a billion people still lack access to clean water, and many more lack access to sanitation facilities, putting millions of children at risk of disease and death.

Our Approach Plan integrates rights-based approaches into our Water, Sanitation and Hygiene (WASH) programming. This involves supporting people to lead their own communities in sanitation improvements; supporting social inclusion activities to promote the rights of women, girls and people with disabilities; and promoting hygiene behaviour change campaigns to provide individuals with the opportunity, ability and motivation to practice improved hand-washing behaviour. It also involves developing innovative monitoring tools to track but also influence the way people think about and behave towards marginalised groups. Plan staff and partners overseeing WASH activities in Africa and Asia are implementing these initiatives in partnership with local government, rural community groups and most recently with duty bearers representing large, underserviced urban settlements.

Regional profile

BANGLADESH

School children wash their hands using a tippy-tap in Uganda.

INDIA LAOS

VIETNAM ETHIOPIA UGANDA KENYA

INDONESIA

TIMOR-LESTE

Highlights from the year

Future priorities

Plan project staff, government partners and private contractors in Kisarawe district, Tanzania, worked together to complete a new water distribution system which now serves over 11,000 people.

Continue to focus on social inclusion to help ensure women, girls, people with disabilities and other marginalised groups to influence, participate in and practically benefit from project activities, while also enjoy their rights as equal members of the community.

In Uganda, Plan and government health staff trained more than 1300 children across 36 schools to promote improved hygiene and sanitation practices to fellow students at school, to their families at home and to peers in their communities. These children used what they learned to construct simple hand-washing facilities at home and at school.

ZIMBABWE

In Ethiopia, 70 villages with a combined population of 11,900 people were declared ‘Open Defecation Free’, meaning that community members in project areas now enjoy access to toilets and simple hand-washing facilities at home. PROJECTS DESIGNED AND MANAGED BY PLAN IN AUSTRALIA Asia projects East & Southern Africa projects

11 7 4

Our WASH project in Vietnam brought together a range of WASH stakeholders (including government representatives, NGOs and multilateral organisations) to share their experiences and learn from one another, resulting in the production of a WASH reference booklet to promote cross-organisational learning about more effective WASH practices and share key reflections from Plan. This reference booklet can be downloaded at: plan.org.au/mediacentre/ publications/research Plan Indonesia worked alongside government to scale-up Community-Led Total Sanitation in Grobogan district, resulting in 49 villages being declared Open Defecation Free and 3214 families being empowered to improve their hygiene conditions and construct their own nonsubsidy toilets.

A mother observes good sanitation practices in the family’s toilet in Vietnam.

Plan International Australia | Annual Report 2011

Strengthen partnerships with community groups and other civil society organisations implementing sanitation programs with people living in large, densely-populated and under-serviced urban settlements; and support the development of replicable and cost-effective solutions to sanitation issues in urban areas. Increase the sustainability of current and future WASH initiatives by focusing on social inclusion, using demand-driven approaches to sanitation and building the capacity of local communities to operate and maintain local WASH infrastructure over the long term.

www.plan.org.au

LIVELIHOODS & ECONOMIC SECURITY

Transform the world so children grow up with a basic standard of living

Millions of people struggle to meet their most basic daily needs, leaving them extremely vulnerable to economic shocks or disasters. Children are often the first to feel the effects, being forced to go hungry or leave school to earn an income for the family.

Our Approach Taking a strengths-based approach and drawing on available local resources, Plan works with families and communities to strengthen the human, social, natural, physical and financial resources available to them. Our Livelihoods and Economic Security projects assist families to increase and diversify food and income sources, to enable them to better withstand change. Our work involves providing training in vocational and entrepreneurial skills, so individuals and families can start and build their own businesses. We are increasingly focused on working with marginalised groups, particularly in remote and rural areas who face additional barriers to employment and education; as well as working with government and other duty-bearers to ensure marginalised groups can access services that impact on their livelihoods.

Regional profile

A man has access to clean water in Cambodia. Since taking part in Plan counselling and livelihoods activities through the Empowering Families project, his family have been able to earn enough for basic facilities such as proper shelter and drinking water. VIETNAM

PHILIPPINES

INDONESIA

TIMOR-LESTE

ZAMBIA

Highlights from the year

Future priorities

A mid-term review of the Cambodia Empowering Families project showed significantly reduced poverty rates, with 83% of beneficiaries having increased and more diverse income sources as a result of the project.

Expand the Empowering Families project within the province of Siem Reap and to an additional province, Kampong Cham, to reach 2500 of the poorest families in this region.

ZIMBABWE

93% of farmers participating in the Empowering Families project had adopted sustainable agriculture practices, resulting in significantly increased production levels of all crops. We provided training and capacity building for 50 professional health workers in two districts of Nusa Tengarra Temur province in Indonesia, to strengthen nutrition services for children under five. PROJECTS DESIGNED AND MANAGED BY PLAN IN AUSTRALIA

Asia projects East & Southern Africa projects

7 2

We established community consultation processes in 72 villages in Minh Hoa district in Vietnam, so that women and men, girls and boys, including the elderly, people with disabilities, ethnic minority groups and other marginalised peoples, are involved in decision making and allocation of government development funding. Our Chiredzi Food Security project in Zimbabwe provided $30 vouchers to more than 5000 of the most food insecure households to purchase small grain and other open pollinated variety seeds through agricultural fairs. A follow-up undertaken in April 2011 with a sample of these households found that 95% had received training from government extension staff or local farmers to improve agronomic practices.

Plan International Australia | Annual Report 2011

A boy waters plants as part of Planâ&#x20AC;&#x2122;s Indonesian nutrition program.

Prepare and distribute information, education and communication (IEC) materials to promote health, hygiene and nutrition messages to parents and caregivers of children under five. Establish an integrated youth program in Timor-Leste, providing opportunities for youth to develop economic, political, social and cultural skills and to contribute meaningfully to the development of their communities. Extend the Chiredzi Food Security Program in Zimbabwe. This will build on our work in promoting small grain cultivation and improved agronomic practices, and village chicken production and gardening, with a focus on female-headed households and the most food insecure households.

www.plan.org.au

RIGHTS & COMMUNITY RESILIENCE

Transform the world so children know their rights

Children, their families and others in the community should be aware of their rights and responsibilities, and have opportunities to act on them. When people do not understand or realise their rights it can result in missed opportunities and limited quality of life.

Our Approach Planâ&#x20AC;&#x2122;s Rights and Community Resilience projects address the promotion and protection of human rights and the fostering of supportive environments at household, community and national levels. It involves community education about rights (including rights in national law and human rights), capacity building of both civil society and government duty bearers, and increasing engagement between civil society and government. Using a rights-based approach, projects in our portfolio work with stakeholders at different levels to address inequalities and discrimination; reduce marginalisation, vulnerability and social exclusion; strengthen social capital; and promote participation, empowerment and inclusion. These projects have a special focus on addressing gender inequality of women and girls in decision making in their families, communities and in relation to governance and services provided by government.

Future priorities We will work with partners and communities in Chipinge and Chiredzi districts of Zimbabwe to address genderbased violence as well as work with other civil society organisations and government at national and district levels to improve implementation of the Domestic Violence Act (2007).

Regional profile

In Ndiwa district in Kenya, we will focus on rights relating to health services and policies affecting marginalised women and marginalised young people, and in collaboration with other civil society organisations, we will seek to enact improvements in the district health policy and health systems. In Uganda, we will work in new areas in Kampala city and in Kamuli district on legal rights, as well as extending to Lira district. At the national level we are working with key collaborating partners to influence the operationalisation of the Domestic Violence Act (passed in 2010), the development of a Legal Aid Policy and lobbying for a Sexual Offences Bill, while at the local level we will work to create an enabling environment in which people understand and realise their legal rights.

CAMBODIA

UGANDA KENYA

ZIMBABWE

A member of a support group in the group nutrition and herbal garden in Chiredzi district, Zimbabwe, which was established with the support of Planâ&#x20AC;&#x2122;s RCV program.

PROJECTS DESIGNED AND MANAGED BY PLAN IN AUSTRALIA

Asia projects East & Southern Africa projects

1 5

Highlights from the year In Uganda, we helped to develop the skills and knowledge of 168 community legal volunteers (including 94 women), with a number of volunteers being trained as paralegals. Almost all have registered with community-based organisations that provide free legal services to community members. Participants in our Reducing Community Vulnerability to HIV and AIDS program in Zimbabwe were interviewed in late 2010 and all reported that their lives had changed as a result of the program: 52% referred to the recognition of the rights of people living with HIV, 22% to free association (less stigma in the community) and 17% to increased respect for positive living. The Kenya Reducing Community Vulnerability to HIV and AIDS program provided self help groups and support groups of people living with HIV with training in agriculture and income generating activities and group saving and loan schemes. Almost 50 groups comprising over 1000 people (80% women) were involved and as a result are now better able to meet school costs for children, food and clothing and household medical costs.

Plan International Australia | Annual Report 2011

www.plan.org.au

DISASTER RISK REDUCTION & MANAGEMENT

Transform the world so children are safe

Disasters and conflict-induced emergencies have increased in recent decades, adversely affecting the lives of millions of children and young people and compromising their rights. The increasing fragility of environments also affects the rights of future generations.

Our Approach

Regional profile

Plan’s global approach to Disaster Risk Management (DRM) is based around two key goals: for children and young people to grow up safely in resilient communities; and for children and young people to realise all their rights in emergencies. Our work is informed by an understanding of the needs and perspectives of children and young people, and analysis of the political, environmental and social context. Our projects have a long-term perspective, as well as meeting immediate lifesaving needs, and are divided into:

PAKISTAN

HAITI

SOUTH SUDAN

THAILAND

Girls play with a puzzle at a child-friendly space set up by Plan in Haiti following the earthquake in 2010. These spaces run local games, songs, exercises and other activities. Plan is continuing to support long-term recovery efforts.

Highlights from the year

Future priorities

PHILIPPINES ETHIOPIA GUINEA

UGANDA INDONESIA

TANZANIA TIMOR-LESTE

ZIMBABWE

1. Disaster Risk Reduction (DRR) and Climate Change Adaptation

In Zimbabwe, our DRR project supported the formation of ten environmental schools clubs registered with the Environmental Agency to undertake a range of conservation activities such as tree planning, nursery production, wetland management, and regeneration of degraded lands.

2. Education in Emergencies and Recovery

In Uganda, our DRR project helped to deliver disaster risk reduction training to 62 local government staff members, which resulted in the establishment of District Disaster Management Committees. These committees supported localised hazard and vulnerability mapping exercises.

3. Child Protection in Emergencies Furthermore, Plan’s DRM approach aims to provide an integrated food aid/food security approach as well as working across various partnerships including local and international NGOs, government agencies, the United Nations and other networks.

A band plays to celebrate the opening of a child-friendly space in Pakistan following the floods. These spaces provide structured and supervised play and learning activities.

PROJECTS DESIGNED AND MANAGED BY PLAN IN AUSTRALIA Asia projects East & Southern Africa projects

11 2 8

Plan in Australia, in partnership with the World Food Programme, delivered immediate food aid to vulnerable communities in South Sudan. Supporting this program, complementary food security measures (seed provision, tools and training) were implemented through the Food and Agricultural Organization (FAO).

Expand our DRR approach to make it more climate change inclusive. Develop a Food Security Unit to assist Plan’s profile within the sector and to assist with learning and development around food aid and food security. Increase disability inclusive DRM throughout our humanitarian programs.

We were successful in tendering for three Child Protection in Emergencies projects in Haiti, Pakistan and Indonesia, reaching more than 30,000 children and young people. We successfully tendered for and were awarded an AusAID Humanitarian Partnership Agreement, which classified Plan in Australia as one of six preferred INGO response partners with AusAID.

Plan International Australia | Annual Report 2011

www.plan.org.au

our organisation An Enabling Environment As discussed earlier in this report, our organisational strategy defines four key directions for the growth and development of Plan in Australia, supported by four key enablers. If the directions of our strategy describe ‘where we want to go’, the enablers show us ‘how to get there’. These enablers are an integral part of our growth and development. Their functionality determines the internal personality of our organisation and our strength as a united group of people working towards a common vision. As such, our enablers are the ‘machinery’ of our work, and we are constantly striving to strengthen and enhance them. With 2011 as the final year of our current organisational strategy, now is the time to reflect on some of the major milestones and key internal achievements and challenges over the three-year strategic period, as related to our four Enablers: Culture, Learning, Accountability, and Systems. Image: A mother and daughter wash their hands with soap in Quang Ngai province, Vietnam. One of the aims of Plan’s WASH work has been to promote behaviour change, which creates demand for sanitation.

Plan International Australia | Annual Report 2011

www.plan.org.au

Staff at Plan in Australia’s head office in Melbourne.

2011: A year of growth

The growth experienced by Plan in Australia over the past year has had a significant impact on the internal workings of the organisation, in a variety of ways. Growth in income and operational activity is driving a corresponding growth in our staff numbers (see table on page 48). This is highlighting the need for an increasingly professional approach to our human resources management practices. In response to this, a new, five-year People & Culture strategy was approved by the Board during 2011. The duration of this strategy shows a commitment to the implementation of a long-term approach that will support the continued growth and satisfaction of our team, to help meet future challenges. The overarching goal of the People & Culture Strategy is that within five years, Plan will be externally recognised as an employer of choice. This is seen as a key objective in staff attraction and retention in coming years. In preparation for this, in June 2011 we launched our Employer Brand (EB) and Employee Value Proposition (EVP)*. This was a key piece of work for Plan in Australia to position itself to be competitive both for funding and for talent within the employment market. The development of the EB and EVP occurred with extensive input from staff, to ensure the final product truly reflected staff views. Staff were asked to give their opinion on what it was like to work for Plan, what they personally contributed to Plan and received in return, and the strengths and opportunities of Plan as an employer. From this information, the EB statement was developed: ‘Realise your potential while transforming the world for children’. Seven statements that captured the essence of working for Plan were adopted as the EVP: • Gather unique and positive lifechanging experiences 40

Plan in Australia staff visit a Plan-supported primary school in Bokeo province, Laos.

• Be the real ‘you’ 24 hours a day • Be inspired by people as committed and passionate as you are • Spend your working hours in a fun, dynamic environment • Keep growing personally as you help us grow professionally • Help transform children’s potential worldwide into something truly amazing. The new EB has already been incorporated into Plan’s job advertisements. The EVP will be used as a base for some future strategic HR projects, including defining Plan in Australia’s corporate values, and the development of a leadership framework. The move to our new office at Southbank, which occurred in July 2010, has been positive with staff enjoying the improved facilities. Continued staff growth during this year has validated the need for the move, with the increased floor space projected to accommodate continued organisational growth for up to ten years. *The Employer Brand is a statement that builds an image of Plan in the minds of current employees and the external market (potential employees, customers, supporters). The Employee Value Proposition is a summary of the ‘rational’ and ‘emotional’ benefits an employee receives when they work for Plan.

Workplace initiatives Green Committee Planet Green is a group of Plan in Australia employees from across the organisation who have come together to increase awareness among staff of environmental issues and to introduce practical ways to reduce Plan’s environmental impact. Over the last year, Planet Green has worked with the non-profit organisation Eco-Buy to develop purchasing guides for the Plan office. A workshop was held with key staff members from across

Plan International Australia | Annual Report 2011

Plan to identify which areas could be influenced in relation to purchasing. Key considerations for the purchasing guides were child rights and the ethical and environmental impacts of purchasing. As a result, five purchasing guides have been developed (promotional merchandise, paper, printing services, stationery and office equipment consumables). They include sections on key ethical and environmental considerations for each purchasing area; checklist for purchasers (including relevant questions to ask suppliers, simple specifications and model contract clauses); tips for comparing products and links to further resources. These can help guide future purchasing at Plan. In the coming year, work will be done to improve Plan’s capacity in the area of environmental reporting.

• hosting an Australia’s Biggest Morning Tea event to raise money for the Cancer Council • celebratory lunches to recognise the achievements of all departments • a presentation for staff on the importance of healthy posture and free posture assessments with a Myotherapist • the 2010 Christmas party, which was themed the mad hatters tea party, saw an array of millinery delights, all of which accompanied a barbeque lunch, games of croquet, and a cupcake decorating contest.

Wellbeing Committee

As a child rights organisation, Plan in Australia prides itself on being family friendly and has a number of benefits for staff who are parents. These include a strong parental leave policy, flexible work arrangements and family friendly social events. Also, with research showing that an increasing number of women return to work within the first year of their babies’ lives (25% within the first six months and 44% within twelve months) we are committed to providing the right support so that breastfeeding mothers can successfully combine breastfeeding and paid work. At our premises we have a breastfeeding room located on site and we are currently working towards an accreditation as a ‘Breastfeeding Friendly Organisation’.

The Wellbeing Committee (WBC) was established to understand the wellbeing needs of our staff and to cultivate the best possible office environment for staff. It has been shown that organisations with an excellent office culture, a social environment and free exchange of ideas and information are also the most productive. The committee is voluntary and draws on staff from across the organisation who are passionate about creating a working environment that enhances the wellbeing of all staff. The committee has been charged with looking at a number of ways to better the office life for staff – From health and fitness to social outings, philanthropy for causes close to our hearts, staff reward and recognition and formal events as part of the yearly calendar. Some of the WBC initiatives from the past year include: • BPA-free water bottles for all staff • various health notices sent to staff to provide information on attaining a healthy work life balance

Support for families

Occupational Health & Safety Plan in Australia is committed to conducting its operations in compliance

with occupational health and safety regulations and providing a safe and healthy workplace. We aim to achieve this through the elimination of health and safety risks, or through reducing those risks in so far as practicable. Our policies are applicable to all those in our workplace including staff, volunteers, contractors, visitors and members of the public who may be affected by our work. In 2011 Plan in Australia incurred no costs for work cover claims. Our Victorian Workcover Authority insurer recently reported that our insurance premium is 16% better than the average for the industries in which we operated over the last three years. This measure shows a significant saving as a result of our good health and safety practices. We have five company appointed trained first aid officers and we keep a defibrillator and an epipen on site. Additionally, all programs staff who travel have received training in remote first aid. Plan holds a membership to International SOS, accessible to all our staff and contractors travelling overseas. This organisation gives Plan travellers access to its alarm centres, clinics, and health and logistics providers. They offer local expertise, preventative advice, and emergency assistance during critical illness, accident, or civil unrest.

Systems Plan in Australia values systems and infrastructure that have strong and innovative technology, allowing staff and volunteers to work at their full potential and positioning the organisation at the forefront of the sector. During 2011 our Business and Information Systems team built on the foundations of 2010 with increased accessibility to systems for remote workers, continued stability of core systems and additional security

Staff at Plan in Australia’s head office in Melbourne.

strengthening of the infrastructure as part of ongoing Payment Card Industry Data Security Standards (PCIDSS) compliance. The Plan Systems and Process Improvement Project, now known as ‘Enterprise’, has formally commenced and contracts were negotiated with Blackbaud Pacific for its Enterprise Constituent Relationship Management System (BBECRM). The Project Governance Group, Project Team and Blackbaud Pacific are working diligently to ensure the successful delivery of this project. Enterprise will replace and update some of the organisation’s key internal systems including donor management, web e-commerce and grant management. The improved business systems and processes will allow the organisation to respond effectively to the many challenges and opportunities we will face in coming years. In 2012 Plan International is changing its approach to the management of global ICT and moving many services to ‘the cloud’. This has resulted in the decommissioning of the Plan global network and each National Office must now source and manage the services once provided globally. This creates the opportunity for Plan in Australia to move its infrastructure to the greener ‘virtualised’ environment. This strategic approach will also provide further opportunities for broadening remote worker access, future scalability and enhanced options for disaster recovery and business continuity.

Grievance Process Plan in Australia has a formal grievance management policy, which staff are introduced to at the time of their recruitment. Any internal complaints are dealt with via our formal grievance and dispute resolution procedure.

www.plan.org.au

our governance Role and function of the Board Our Board of Directors is responsible for guiding the organisation, and is accountable for our actions and the impact of our activities. In addition to appointing and managing the Chief Executive Officer, the Board’s main areas of governance are:

Mission • Define and review the organisation’s mission and key strategic objectives and review programs, purposes, priorities and vision for the future.

Finance • Approve and monitor an annual budget, appoint independent auditors and control the investment of funds.

Program oversight and support • Oversee and evaluate programs, ensure Plan is aware and informed of changes in the external environment and be an advocate for the organisation in the community.

Compliance • Ensure that Plan in Australia conforms to the general principles and practices laid down by Plan International for donor countries. • Participate in the formulation of international policies of Plan. • Ensure that the organisation conforms with its Memorandum and Articles of Association, and the requirements

of the Corporations Law and other relevant legislation and codes (eg ACFID Code of Conduct). • Establish and appoint Chairs and members of Sub-Committees as appropriate to assist the Board in its deliberations. • Establish taskforces that have a specific focus and are time limited, as required. • Ensure that audited financial reports are submitted annually and conform to the Corporations Law and appropriate standards. • Ensure the people and performance of Plan Board, Directors and staff meet the needs of the strategic direction of the organisation.

Fundraising • Contribute personally and annually, actively participate in fundraising and assist with networking.

Structure & Operations Board structure The Board of Directors is comprised of between five and twelve Board members. At the end of 2011 there were eleven members of the Board. It is a requirement that the composition of the Board reflect the experience and expertise needed by the organisation to meet its vision and objectives as stated in the Memorandum and Articles of Association. The composition of the Board should reflect a diversity of age, gender and experience, and a range of professional skills and experience in management, governance, legal, child

Plan International Australia | Annual Report 2011

advocacy, overseas aid and development work, finance, risk management, IT, marketing and fundraising.

Recruitment & elections The Board conducts an annual skills and expertise audit of the board membership to ensure there is continuing best practice governance of the organisation and a succession plan in place. New board directors are recruited through an extensive search process, interviewed against the core skills required from the gap analysis and then recommended for appointment at the Annual General Meeting (AGM) by the members. The Board elects its Chair and Members for three-year terms at its Annual General Meeting in November. Our Chair, Anne Skipper was elected in July 2003 and elected Chair in November 2006. Board Members are limited to serving a maximum of three consecutive terms.

Board members from left to right, back-front: Julie Hamblin, Tim Beresford, Brian Babington, Philippa Quinn, Jeremy Ingall, Neil Thompson, Russell Gordon, Ann Skipper, Philip L Endersbee and Clare Hatton. (Absent: Thomas Kane).

Remuneration Directors serve on a voluntary basis and are not remunerated. They may be reimbursed for reasonable costs and expenses incurred in connection with Board activities.

Induction

The Board and sub-committees meet at least five times per year. The Annual General Meeting is held in November each year.

New board members go through a training and induction process that involves one-on-one introductory sessions with the Board Chair, the CEO and each member of the Executive Team.

Performance

Board Members Handbook

The Board conducts a board and director performance review on an annual basis. Every three years the review is conducted by an external governance consultant. The board measures its performance against the key performance indicators that are set following each annual review.

The Board Members Handbook is distributed to all Board members and contains guidelines and policies regarding terms of membership, declaration of conflicts of interest and general responsibilities of all members of the Board.

Meetings

Recommendations following all reviews – both internal and external – are referred to the Corporate Governance Committee for action.

Our Members The Board Members Handbook is distributed to all Board members and contains guidelines and policies regarding terms of membership, conflicts of interest and general responsibilities of all members of the Board. K Anne Skipper AM (Chair) Elected: July 2003 (elected Chair 2006) Full meeting of Directors attendance: 5/5 Philip L Endersbee (Deputy Chair) Elected: October 2003 Full meeting of Directors attendance: 5/5 Margaret J Winn Elected: November 1998 Full meeting of Directors attendance: 1/3* Brian Babington Elected: May 2010 Full meeting of Directors attendance: 5/5 Suzanne E Bell Elected: July 2008 Full meeting of Directors attendance: 3/5 Tim DA Beresford Elected: July 2003 Full meeting of Directors attendance: 4/5

Russell Gordon Elected: February 2002 Full meeting of Directors attendance: 5/5 Julie Hamblin Elected: November 2010 Full meeting of Directors attendance: 3/3* Claire E Hatton Elected: July 2008 Full meeting of Directors attendance: 4/5 Jeremy DM Ingall Elected: July 2005 Full meeting of Directors attendance: 4/5 Thomas JS Kane Elected: April 2004 Full meeting of Directors attendance: 4/5 Philippa Quinn Elected: November 2010 Full meeting of Directors attendance: 2/3* Neil R Thompson Elected: February 2007 Full meeting of Directors attendance: 4/5 * Meetings while Director held office

To learn more about the individual members of the Board, please visit our website: plan.org.au/whoweare/ourpeople/board

www.plan.org.au

our management The Executive Team Our Executive Team is responsible for providing effective leadership to our organisation, developing the strategy and managing day-to-day operations. The team is led by the Chief Executive Officer (CEO). In line with the structure of the organisation, the CEO has three direct reports, heading up the three functional areas of Plan in Australia: International Programs; Marketing & Communications; and Corporate Services. In 2011 Plan bid farewell to Aimee Suchard-Lowe, Director of Marketing & Communications, and welcomed Ben Holgate to the role.

Ian Wishart Chief Executive Officer

Ben Holgate

Dave Husy

Gerard Dell’Oste

Director, Marketing & Communications

Director, International Programs

Chief Financial Officer & Company Secretary

left to right: Sandy Hutchison, Human Resource Director Asia Pacific at Marsh & McLennan Companies; Anne Skipper AM, Chair Plan International Australia Board; Peter Promitz, Regional Head Mercer Asia Pacific; and Ian Wishart, CEO Plan International Australia at the Because I am a Girl launch. Plan in Australia CEO Ian Wishart visits a Plan-supported vocational training program in South Sudan following Independence Day.

Committees Corporate Governance Committee Sub-Committee of the Board: Tim Beresford (Chair) Philip L Endersbee K Anne Skipper AM Margaret J Winn (retired 26/11/2010)

Finance & Audit Committee Sub-Committee of the Board: Russell Gordon (Chair) Suzanne E Bell Thomas JS Kane Jeremy Ingall (effective 24/2/2011) K Anne Skipper AM (retired 24/2/2011)

Program Advisory Committee Sub-Committee of the Board: Brian Babington (Chair, effective 24/2/2011) Margaret J Winn (Chair until retiring 26/11/2010) Julie Hamblin (effective 24/2/2011) K Anne Skipper AM Belinda Lucas (co-opted) Kathryn Robinson (co-opted)

Marketing & Fundraising Committee Sub-Committee of the Board: Claire E Hatton (Chair) Philippa Quinn (effective 24/2/2011) Jeremy DM Ingall Neil R Thompson

international roles and responsibilies

Plan International Board – People & Culture Committee K Anne Skipper AM Plan Members’ Assembly Brian Babington (effective 26/6/2011) Neil R Thompson Margaret J Winn (retired 17/11/2011)

The following Directors have roles and responsibilities with Plan International: Plan International Board K Anne Skipper AM Plan International Board – Programme Committee K Anne Skipper AM Margaret J Winn (retired 17/11/2010)

Plan International Australia | Annual Report 2011

www.plan.org.au

Ian Wishart

Dave Husy

BSc, DipEd, MBA, GAICD

BA (Sociology/Politics), BA (Hons), MA (Development Studies)

As the CEO of Plan in Australia, Ian is instrumental in setting the strategic direction of the organisation as well as being across its day-to-day operations. As a member of Plan International’s Leadership Team, Ian contributes to the direction of the global organisation and represents Plan in Australia on the international stage. Prior to joining Plan in 2001, Ian held senior positions with World Vision including Manager of Strategic Planning and Manager of Emergency Relief in Australia and Country Director in Laos. He is a member of the Executive Committee of the Australian Council for International Development (ACFID) which is the peak body for the international aid sector. As one of Australia’s most experienced development professionals and the face of Plan in Australia, he is often called upon in the media to provide his expert opinion and insights.

Dave leads Plan in Australia’s International Programs department, comprised of the Program Implementation and Program Effectiveness teams. He is Australia’s representative to the ChildCentred Community Development department at our international headquarters. Dave joined the organisation in 2008, bringing nine years of experience as a program strategy and review consultant with international development agencies in South and East Africa. Prior to that, Dave worked for ten years as a senior NGO manager in southern Africa.

Gerard Dell’Oste BBus (Acc), FCPA Gerard is responsible for the Corporate Services of the organisation which comprises Finance, Business & Information Systems, People & Culture and Operational Administration. He is Company Secretary and a member of the Finance & Audit Committee and the Corporate Governance Committee. He is Australia’s Finance representative at our International Headquarters.

Gerard joined Plan in Australia in early 2000 bringing 15 years experience from both the corporate and non-profit sectors. He has held financial, commercial and IT roles in different organisations and industries including the National Trust of Australia (Victoria), BHP Co. Ltd. and the ANZ ‘Banking Group’.

Ben Holgate BA (Hons) Ben directs the Marketing & Communications department comprising a number of teams including Brand & Communications, Supporter Services, Donor Relations, Public Fundraising & Marketing and Corporate Relations. A graduate of London University, Ben worked in advertising in the UK and the Middle East before moving to Australia in 1996. Since then he has held marketing leadership positions in various organisations, including The CocaCola Company, the Transport Accident Commission (TAC) and AWB Landmark. He was also a Board member of Circus Oz. Ben joined Plan in May 2011 from IDP Education Ltd.

Leadership & accountability

Business and Information Systems Manager Chief Financial Officer Company Secretary

Each member of the Executive Team (ET) is a leader in their area and responsible for the management of teams within their departments. The individual managers of these teams form the Leadership Team, and are themselves responsible for line management of staff and reporting back to their ET member. The ET meets weekly and holds offsite meetings twice a year. ET members hold quarterly review sessions with the Leadership Team to review learnings and challenges and examine team performance against the organisational strategy. The ET also reports against the strategy to the Board of Directors every two months and provides financial reports to the Board every month.

Finance Manager Supporter Service Manager

Chief Executive Officer

Director, Marketing & Communications

The performance of Executive Team members is monitored and assessed by the CEO in formal performance reviews each year. Please see page 49 for further details.

Plan International Australia | Annual Report 2011

Public Fundraising and Marketing Manager

Corporate Relations Manager International Programs Manager Program Effectiveness Manager

Remuneration During 2011, Plan in Australia made the transition from using the Hay job grading system to using the Mercer job grading system to grade all our roles and participate in the Mercer Salary Survey annually. During the year Mercer completed evaluations of key benchmark positions within Plan, and recommended the move to a 7-band remuneration structure. Plan adopted the structure recommended by Mercer, which caps each band at the 25th percentile for comparable positions in the general market. The Executive Team’s salaries (including superannuation) as at 30 June 2011 were as follows: Remuneration (incl Superannuation) $180,000 – 199,000 $160,000 – 179,999 $140,000 – 159,999

Brand & Communications Manager

Donor Relations Manager

Director, International Programs

Performance management

People & Culture Manager

Number of Executives in group 1 1 2

www.plan.org.au

our staff Staff Profile At the end of 2011 there were 62 employees working at Plan in Australia (a 32% increase from last year), all located at our Australian office in Melbourne. We also engaged up to 15 contractors at any given time to help us manage peak periods. FULL TIME

PART TIME

Staff numbers by

department executive PROGRAMS

marketing & communications

Corporate services

Total

2011

2010

2009

Staff by work

type

year 2011

year 2009 FEMALE

FEMALE

MALE

Working Environment 14

27 18-24

35-44

25-34

45-59

• Review of our remuneration system (refer page 47) • Replacement of our central database

Full time

Staff by

age

Plan in Australia holds quarterly celebration lunches at which team achievements are acknowledged and celebrated. Plan’s previous approach was to award deserving individual staff for outstanding achievements, however this practice was discontinued due to staff feedback that they felt uncomfortable being individually recognised when team commitment was necessary to achieve or complete initiatives. Informal recognition initiatives include offsite team lunches and other social events. An employee opinion survey was conducted in 2010 for all staff. The results of the survey were collated and fed back to the Executive and Leadership teams. As a result of the survey outcomes, a number of critical issues have been, or are in the process of being addressed:

year 2010

Recognition & Recruitment Satisfaction & remuneration

60+

Plan in Australia aims to provide a positive working environment for all staff. Workplace flexibility is an important part of our value proposition to staff. We offer flexible start and finish times and 24% of employees work part time. We also equip some staff with technology to work from home to reduce the time they spend travelling to and from the office. Staff who travel internationally or work overtime are offered time off in lieu.

Plan International Australia | Annual Report 2011

part time

In 2012 our People & Culture team will work on defining Plan in Australia’s values. This will occur through a consultative process involving a crosssection of staff. The completion of this project is important to other future work, particularly the development of a leadership framework. People & Culture will also investigate the introduction of an online induction program. If approved, online induction will help to ensure that our new staff receive consistent, timely information in a format that also promotes Plan’s Employee Value Proposition (see page 40).

• In-house leadership development training (3-day program, held in Q1 and Q2 of 2011) A full employee engagement survey was not conducted during 2011, however an employee attitude survey was conducted in Q3, data from which was utilised to shape our Employee Value Proposition (EVP) (see page 40). The next engagement survey is scheduled for late in 2012, approximately twelve months after the introduction of our EVP. This will allow time for the EVP to become embedded into Plan’s human resources strategies and programs, and will test the extent to which our staff feel Plan is living the commitments made in the EVP.

We take great care to ensure that the people who join our team are the right fit and are given the greatest chance of success. For this reason, we follow a fivestep recruitment process that maximises the potential to hire individuals who are the right fit to the organisation, while balancing the need to be a diverse and inclusive work place. We advertise all our vacancies online on our website, on the ACFID website and on employment websites. Applicants are assessed against the key competencies of the role, the skill gaps in the team and their interest in the not-for-profit sector. We then conduct a selection process that generally involves two rounds of interviews and aptitude and psychometric testing. Our recruitment and selection procedures reflect our commitment to the safety and protection of children in our activities. As part of the selection process candidates are required to undergo police checks and working with children checks. Plan in Australia is an equal opportunity employer. For details of our remuneration policy please see page 47.

Retention Turnover is calculated as follows: Turnover = no. of voluntary terminations x 100

Turnover at Plan in Australia remains well below industry standard, at 6% for this year. While this represents a 1% increase over 2010, the low turnover levels indicate a high level of satisfaction and engagement among staff. Plan is committed to continuing to offer flexible work practices and other benefits and initiatives.

Performance Management A formal performance management system is used to manage and measure performance, from the CEO through to all levels of the organisation. We use an annual performance cycle that starts with goal setting, followed by a mid-year review and concluding with a formal end-of-year review. To ensure we are all focussing our energy on achieving common goals, the CEO’s goals are first set by the Board, with guidance from the strategy and the external environment. The CEO then works with other members of the Executive Team to set their goals, and so the goal setting process cascades through Plan. This approach helps to ensure there is strong alignment with, and focus on, Plan’s organisational strategy. Although a formal performance management process is in place, our approach to performance management is very much on regular conversations between line managers and employees and ‘in the moment feedback’. There should be no surprises at the formal performance review checkpoints.

Total permanent headcount

www.plan.org.au

Internal Learning Understanding Development Rohan Kent, Plan in Australia’s Senior Program Manager - Disaster Risk Management, talks with South Sudanese returnees from Khartoum following the January 2011 Independence Referendum in South of Sudan

Learning and Development We encourage a learning environment where every employee receives opportunities to learn and grow. A key part of this is allocating each employee with a learning budget, to be spent as agreed with their line manager. Many employees use this money to fund part of their higher education. Others use it for short courses and training programs. Learning and development plans are formalised with line managers as part of the performance management process. For the past five years Plan in Australia has successfully supported one participant in the prestigious Asialink program. Asialink is an exciting leadership program designed to build stronger relations and understanding between the Australian and Asian business and community. Run by Melbourne University, it builds participants’ leadership skills through access to key business and community leaders and provides an opportunity to make a tangible contribution through a workplace project. This year our International Programs Director Dave Husy is participating in the program. Other learning and development initiatives include lunchtime presentations by local and visiting international Plan staff and monthly ‘Chalpal’ meetings (see below).

Communication Executive Team members hold regular departmental meetings with their staff. Due to the high volume of travel that takes place in the International Programs department, ‘at home’ weeks are held four times a year, where program team staff are required to be in the office rather than travelling. During these times program staff come together for knowledge sharing, learning and development and socialising. Once a month, a town hall meeting known as ‘Chalpal’ (meaning ‘a discussion’ in Nepalese) is held for all staff. Leadership Team staff facilitate the meeting and staff contribute to the agenda by putting forward subjects they would like to discuss. The objective is to learn from each other’s experiences by sharing news, knowledge, opinions and stories. A recent Chalpal included a presentation by a member of Engineers Without Borders Australia, who worked for Plan Timor-Leste for a year, mentoring and advising Plan’s partner NGOs in engineering support matters.

The program operates for approximately six months at our national office. Interns also have the opportunity to apply for Country Office placements. There is strong competition for the roles, and applicants undergo a rigorous selection process. In 2011, our Policy & Learning and Education/ECCD teams took on three interns as part of a pilot program. Two of these interns have since progressed to assignments within the Philippines and Indonesia. The feedback from this group has been encouraging with the view expressed that completing an internship with such committed and experienced staff, in a strongly supportive environment, has provided the best possible foundation and opportunity to enter the field of international development. During 2011, Plan approved the appointment of six further interns to work in the following areas: • Education & ECCD • Policy & Learning • Program Quality • Rights & Community Resilience

Intern Program

• Youth Participation

Plan in Australia operates an intern program that allows graduates to experience firsthand what it's like to work in international development, and helps build their capacity to contribute to the sector at a professional level.

The new interns will join Plan in early 2012.

Plan International Australia | Annual Report 2011

• Marketing & Communications.

To support Plan in Australia’s goal to improve community engagement and learning across the organisation, this year an internal ‘Understanding Development’ course was developed and delivered to staff.

accompany the weekly presentations, including designed handouts, copies of Powerpoint slides, suggestions for further reading and useful articles. The suite of materials provided participants with an easily accessible ‘reference pack’.

The course was piloted from December 2010 to March 2011. A series of 11 modules were delivered weekly to an audience of 20 staff members from Marketing and Communications, Supporter Services, Finance and HR.

The piloted training course was a strong contribution to Plan’s learning environment, with the post-course survey clearly demonstrating a positive shift in staff members’ self-assessed levels of understanding and confidence. The opportunity for staff members to engage with different themes and elements of Plan’s work and, importantly, with their colleagues, was received by all as a worthwhile exercise. The course has provided a window for the exchange of information and knowledge from the Programs department to the rest of the agency.

The aim of the course was to provide an agency-wide standard on knowledge, skill and confidence with development issues, approaches and Plan’s role in promoting children’s rights. The learning objectives were to increase participants’ understanding of, and ability to further investigate the following topics: • Poverty, measurements of poverty and approaches to overcoming poverty • The contexts of poverty in Africa and Asia, and historical, political and social factors contributing to the construction of poverty • The role of international organisations, including NGOs such as Plan, in relation to global poverty • How Plan works and how we work in Country Offices • The role of gender in development • The role of accountability and effectiveness in our work • How development is marketed at Plan The broad range of topics was designed to encompass the scope of international development with concrete and practical examples from Plan’s work. The interactive nature of the presentations was consistently identified by participants as an informative way to engage with the topics. While the presentations were cursory, often providing a mere snapshot of a topic, they opened dialogue and provided participants with reference points for accessing further information. A binder of resources was created to

One participant’s comment captures a strong consistent theme from the course evaluation: “I thought this course was very valuable for someone without an international development background and think it should be essential for induction process in the same way that IT induction is given 2–3 times throughout the year. Well done on a great initiative – and very enjoyable!” Another participant acknowledged: “The course was very well put together and the presenters were in tune with the audience. They seemed to be aware of the level of understanding of those attending and the presentations weren't too complicated. The handouts were great.” The course has been a useful internal communications mechanism and many ideas have spurred as a result, including making the course part of induction; filming the course to put online as ‘talking head’ vignettes for supporters; and adjusting the handouts for download online. The Understanding Development course will be implemented again in 2012 with a new group of staff members including six interns.

www.plan.org.au

Our Volunteers

Our office volunteers are an integral part of our working team and add to the culture of our workplace.

Profile In 2011 there were 12 regular office volunteers working as part of our Supporter Service and Corporate Services teams. Most of our office volunteers are retired from full-time work, are longterm Plan supporters, and have been volunteering with us for a number of years. They bring a vast range of professional skills, knowledge and life experience from their own careers and lives.

gender

Office volunteers

Office volunteers by

Volunteers play a crucial role in both day-to-day operations and many of the activities we undertake locally and overseas. They bring with them a wealth of experience, passion for our cause and a willingness to do that little bit extra that makes a huge difference to our work.

Recruitment Office volunteers are recruited by our Supporter Service team. Opportunities to volunteer with Plan in Australia are advertised through our regular e-zines and social networking sites, and applicants are interviewed and selected according to their suitability and level of interest. Successful applicants are required to undertake police checks.

Training Male

Female

Roles Volunteers in our Australian National Office assist with a diverse range of tasks, including: • managing thousands of incoming and outgoing mail items each week • managing our stores of marketing collateral • office administration (filing, data entry etc.) • phone-based customer service • accounts receivable • accounts payable

All office volunteers team receive on-the-job training to become familiar with tasks and processes. The number of training hours depends on the level and type of tasks the volunteer will be undertaking. Volunteers also attend Child Protection training when sessions are held in-house for Plan staff.

office volunteers by

Volunteer recognition and satisfaction are important considerations for our organisation. We aim to ensure our office volunteers receive encouragement and acknowledgement of their contribution, and that they are socially integrated in the organisation.

Looking forward, our office volunteers will be involved in some important activities over the coming year, including taking part in focus groups for our upcoming Supporter Experience strategy development.

AGE

51-65

Recognition & Satisfaction

In 2011 volunteers’ satisfaction was monitored through regular informal conversations with Leadership Team members. Their invaluable contribution to the organisation was recognised through dedicated morning teas, invitations to staff events such as Chalpal and the annual Christmas party and inclusion in team activities.

Each volunteer typically assisted one or two days per week, and as a team they represented 1.8 full-time team members.

15-18

Plan in Australia volunteers play an important role in the day-to-day operations of the Melbourne office.

In-kind support Plan in Australia is grateful for the in-kind support offered by our corporate partners. This financial year the following organisations provided pro bono services: Mercer provided human resource advice; Corrs Chambers Westgarth and Landers & Rogers provided legal advice; and the Westpac P&O Risk Team provided support in database management. These pro bono services helped Plan to reduce operating costs, increase efficiencies and utilise skills to deliver our core activities.

Companies Women’s Networking Group who provided support before and after the event. There are many other business groups who have supported Plan through fundraising breakfasts, fun runs and similar events. For more details on business and community fundraising please see pages 24–25.

Some of our corporate partners also contributed their time and skills through developing volunteer groups at work and raising funds and awareness for Plan. For example, our Because I am a Girl business lunch at the National Gallery of Victoria was a success thanks to the hard work of the Marsh & McLennan

65+ A volunteer in the Plan office in Melbourne assists with administrative tasks.

Plan International Australia | Annual Report 2011

www.plan.org.au

our finances The year in review Plan in Australia continued strong financial growth in 2011 with total revenue of $41.8 million – a 10% increase over last year. It was also an important milestone for the organisation, with revenue exceeding $40 million for the first time. Core revenue from public income of $26.2 million and grant income of $15.2 million grew by 4% and 20% respectively. The increase in revenue was achieved with total expenditure of $13.6 million maintained at the previous year’s level. While sponsorship revenue of $23.4 million increased by 4% on last year ($22.6 million in 2010), total child sponsorships of 47,147 decreased by 2530, reflecting the challenges of acquiring new child sponsors in a difficult supplier market. The solid growth in 2011 demonstrated by increased revenue while maintaining expenditure at the prior year’s level, allowed a significant increase in cash funds remitted of $24 million to overseas projects and development. The additional $5.8 million or 32% increase was possible as a result of high levels of acquisitions increasing our donor base at the end of 2010, combined with continued increase in local government grants received including disaster relief funding. Image: Primary school children living in a village along the river in Bokeo province, Laos. Plan is working in Laos to improve education services and awareness by parents and teachers on the importance of early childhood development.

Plan International Australia | Annual Report 2011

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overview Operating environment The global economy in 2011 was turbulent as a result of the deterioration in the sovereign debt situation in both America and Europe. The impact on the financial markets was severe with falls similar to those experienced in the Global Financial Crisis in 2009. The local economy also softened with increased unemployment, lower retail spending and an increase in the consumer price index. The resultant cautious approach to spending may have contributed to a modest 4% increase in public income for Plan. The high Australian dollar also impacted child sponsorship acquisition with a large fall in the numbers acquired as the labour market (backpackers and students), largely utilised by the Direct Approach suppliers diminished.

Reserves Appropriate reserves were maintained to meet current and future responsibilities and obligations. At the end of the financial year our reserves were $3.4 million.

Investments Plan in Australia has a conservative investment strategy comprising 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. In 2011 our investments performed in line with budget.

Risk management 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/whoweare/ accountability.

Looking forward

contributed extensively to global programming strategies across two Plan regions. New policy and advocacy capabilities contributed ideas at the national and international level. Our new corporate 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 corporate identity are essential to realise these higher goals for children. It outlines a strategic framework which will direct organisational growth and guide programming in ways that have positive and lasting impacts for children. Over the next five years, Plan’s work will be guided by the aspiration that child rights needs to be positioned as a major cause in the development contexts we work in. We must continue to grow in scale and reach but also strengthen our thought leadership on child rights issues and continue to give children a voice in determining their futures. We will need the income and internal capabilities to fulfil this leading role. There must also be a heightened focus on capacity building, and investing in program partners as they join us on this journey if we are to be successful together.

Over recent years Plan has built the capabilities of a full spectrum international development agency. In the recent three-year strategic phase (2009–2011) our annual income grew from $39.3 million to $41.8 million. We contributed to relief and developmental programs in 50 countries and in-Australia programming capacity Children splash water on their school garden in Cambodia. With Plan’s support, the school now has colourful classrooms, a garden tended to by students, a sports area and playground.

Plan International Australia | Annual Report 2011

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RESULTS INCOME Where our support comes from Community support (public and business) continued to be the main source of income for the year with a 63% contribution to the full year total of $41.8 million. While grant income of $15.2 million (Institutional $11.7 million and Multilaterals $3.6 million) returned 36%, it reflected an increase on the previous year of 20% compared to the increase in community support of 4%. The main component of Institutional grants remains Australian Government (AusAID) income, which was $11.3 million – an increase of 37% on 2010. In 2011 Plan in Australia was successful in becoming part of the Humanitarian Partnership Agreement with AusAID which provided new relief funding. The remainder of income (below 1%) mainly relates to returns from cash investments.

Overall Support

5-year trend

and Source (2011)

How support is trending $0.3m (1%)

$11.7m (28%) $26.2m (63%) $3.6m (9%)

Community support

WFP food aid

institutional grants

other

Community income had modest growth of 4% in 2011, and continued economic pressures as a result of the tightening global economy will see conservative returns in 2012. A more balanced approach to the income channels will spread the risk and ensure strong platforms are developed to deliver increased revenue in subsequent years. Grant income has benefited from investment in recent years in building capacity in a number of program areas (including relief) which are expected to continue to deliver high returns. Multilateral grants (including World Food Programme) will be an area of focus with a strategy of building partnerships with overseas funding organisations ensuring participation in a variety of grants to support various program areas.

Grant income

How we performed

This table demonstrates Plan in Australia’s growing relationship with AusAID. While this is a positive development, we are seeking to create long-term stability by sourcing grants from other institutional donors and continuing to grow community support.

In 2008, Plan in Australia identified financial targets* for each year of the forthcoming three-year strategy.

FUNDING from AusAID Year

$ Amount

% of total income

2011 2010 2009 2008 2007

11.3 million 8.6 million 4.5 million 3.9 million 3.5 million

27% 22% 11% 12% 14%

This chart demonstrates that overall Plan in Australia has exceeded our strategic growth target for 2011 by $8.1 million. Grant income growth has been a major factor in this, while public income growth has been satisfactory though less than anticipated in the strategy.

on support (2007–2011)

2007

A$ Millions

2008

2009

2010

2011

Community Support

institutional grants

WFP food aid

other

total

PERFORMANCE AGAINST STRATEGY

$15.2m $4.6m

$28.7m

$26.1m

2011 target income

2011 actual income

*Excludes WFP income which fluctuates from year to year

Public income

Plan International Australia | Annual Report 2011

Grant income

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EXPENDITURE How the resources were used

2011 Expenditure

where the support

(EXPRESSED AS % OF TOTAL INCOME)

The primary purpose of resources raised is to support program work for children. In 2011 a total of $30.4 million was allocated for this purpose, representing a 28.9% increase from 2010. The remaining resources were used to provide for future growth by investment in fundraising to secure additional supporters and donors; educating the community about global poverty and child rights; and regular administration of the organisation to ensure our human resources and infrastructure remains strong to support the work we do.

Where the support was allocated (2011)

73%

Administration

Growing resources over time

reserves

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.

Fundraising

$2.5m (8.3%)

$13.0m (42.6%)

how the RESOURCES were used 2007-2011 PLUS FIVE-YEAR AVERAGE (EXPRESSED AS % OF TOTAL INCOME) 100% 95% 90% 85% 80% 75% 70% 65% 60% 55% 50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% -5%

Asia

West Africa

Eastern & Southern Africa

Americas

PROGRAM SUPPORT COSTS

overseas

average

Plan International Australia | Annual Report 2011

$0.4m (1.3%)

$12.1m (39.8%)

Community Education

$2.4m (8.0%)

* 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.

Overseas

This chart illustrates how Plan in Australia has managed this balance, with emphasis on supporter growth in some years and emphasis on releasing funds for overseas programs in other years. The long-term trend for directing resources to overseas programs demonstrates significant growth in the organisation, despite the variations from year to year.

This chart shows where resources* from Australia were committed in 2011. In any year, special needs may result in small changes to the distribution due to events like emergencies. This will only occur under strict policy settings established by the Plan International Board.

19%

total program work was allocated (2011)

Community Education

FY10

fundraising

FY11

FY09

Admin

FY08

reserves

FY07

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income statement

Balance sheet

plan international australia ABN 49 004 875 807

for the year ended 30 June 2011

As at 30 June 2011

2011 $ REVENUE Donations and Gifts • Monetary - Child Sponsorship - Appeals - Other Cash Donations

23,386,057 1,313,355 1,367,555 26,066,967 0 130,455

22,642,138 1,204,943 1,200,854 25,047,935 0 139,110

Investment Income Other Income Revenue for International Political or Religious Proselytisation programs

11,253,843 57,708 3,587,359 343,915 15,242,825 324,793 11,260 0

8,552,483 258,785 3,621,200 259,504 12,691,972 169,480 17,460 0

Total Revenue

41,776,300

38,065,957

• Non-Monetary Legacies and Bequests Grants • AusAID • Other Australian • World Food Program • Other Overseas

EXPENDITURE International Aid and Development Programs Expenditure International Programs • Funds to International Programs • Program Support Costs • Remittances to Burnet Institute

27,452,629 2,815,818 99,266 30,367,713 533,676

21,451,858 1,313,396 760,000 23,525,254 222,862

Accountability and Administration Non-Monetary Expenditure Total International Aid and Development Programs Expenditure Expenditure for International Political or Religious Proselytisation Programs Domestic Programs Expenditure

7,837,945 3,087 7,841,032 2,276,294 0 41,018,715 0 0

9,265,964 21,718 9,287,682 2,020,831 0 35,056,629 0 0

Total Expenditure

41,018,715

35,056,629

757,585

3,009,328

Community Education Fundraising Costs • Public • Government, Multilateral and Private

Excess / (Shortfall) of Revenue Over Expenditure

Plan International Australia | Annual Report 2011

2011 $

2010 $

ASSETS Current Assets Cash and Cash Equivalents Trade and Other Receivables Inventories Assets Held for Sale Other Financial Assets Total Current Assets

7,225309 207,182 0 0 425,000 7,857,491

5,338,960 1,136,860 0 0 425,000 6,900,820

Non-Current Assets Trade and Other Receivables Other Financial assests Property, Plant & Equipment Investment Property Intangibles Other Non-current Assets Total Non-Current Assets

0 0 839,969 0 374,277 0 1,214,246

0 0 972,724 0 46,530 0 1,019,254

TOTAL ASSETS

9,071,737

7,920,074

LIABILITIES Current Liabilities Trade and Other Payables Borrowings Current Tax Liabilities Other Financial Liabilities Provisions Other Total Current Liabilities

4,467,138 0 0 0 429,903 93,644 4,990,685

3,214,297 0 60,026 0 324,827 0 3,599,150

0 0 24,831 733,541 758,372

0 0 10,233 923,475 933,708

TOTAL LIABILITIES

5,749,057

4,532,858

NET ASSETS

3,322,680

3,387,216

EQUITY Reserves TOTAL EQUITY

3,322,680 3,322,680

3,387,216 3,387,216

2010 $

Non-Current Liabilities Borrowings Other Financial Liabilities Provisions Other Total Non-Current Liabilities

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Statement of changes in equity

INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF PLAN INTERNATIONAL AUSTRALIA

for the year ended 30 June 2011

plan international australia ABN 49 004 875 807

Balance at 1 July 2010 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 expense Other amounts transferred (to) or from reserves Balance at 30 June 2011

Retained Earnings

Reserves

Total

0 0 0 757,585 (757,585)

3,387,216 0 0 0 (64,536)

3,387,216 0 0 757,585 (822,121)

3,322,680

REPORT ON THE FINANCIAL REPORT The accompanying summary financial statements, of Plan International Australia, comprising the summary balance sheet as at 30 June 2011, the summary income statement, and the summary statement of changes in equity for the year then ended, are derived from the audited financial report of Plan International Australia for the year ended 30 June 2011. We expressed an unmodified auditor’s opinion on that financial report in our auditor’s report dated 29 September 2011. The summary financial statements do not contain all the disclosures required by Australian Accounting Standards applied in preparation of audited financial report of Plan International Australia. Reading the summary financial statements, therefore is not a substitute for reading the audited financial report of Plan International Australia.

Statement of Cash Movements for Designated Purposes No single appeal, grant or other form of fund raising for a designated purpose generated 10% or more of the organisation’s international aid and development revenue for the financial year.

Director’s responsibility for the summary financial statements The directors are responsible for the preparation of a summary of the audited financial report on the basis described in Note 1 to the audited financial report, to the extent applicable to the summary financial statements.

basis of accounting. The summary financial statements has been prepared to assist Plan International Australia to meet the requirements of their members. As a result, the summary financial statements 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 summary financial report of Plan International Australia (the company) for the year ended 30 June 2011 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 to confirm the information included in the audited financial report presented on this web site.

Auditor’s responsibility

Full financial statements

Our responsibility is to express an opinion on the summary financial statements based on our procedures, which were conducted in accordance with Australian Auditing Standard ASA810 Engagements to Report on Summary Financial Statements.

The full version of Plan’s financial statements are available to view on our website (plan.org.au/mediacentre/publications/ annualreport) or call Plan on 13 7526.

Auditor’s opinion

D. Rosenberg, Partner

In our opinion, the summary financial statements derived from the audited financial report of Plan International Australia for the year ended 30 June 2011 are consistent in all material respects, with that audited financial report, on the basis described in Note 1.

Melbourne 29 September 2011

Basis of Accounting and Restriction on Distribution and Use 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 2011

Without modifying our opinion, we draw attention to Note 1 to the summary financial statements, which describes the

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WITH THANKS Plan in Australia would like to thank all our sponsors, donors and partners for their invaluable support in 2011. Specifically, we would like to acknowledge the following organisations and individuals for their support and commitment to our cause.

CORPORATE & BUSINESS PARTNERS Accor Hospitality Corrs Chambers Westgarth Gecko's Adventures Hobsons Intrepid Travel Jetabroad Landers & Rogers Marsh & McLennan Companies Mercer NRW Holdings Rotary District 9520 School Aid Trust Study Group Australia The Arts Centre The Footprints Network Westpac

TRUSTS & FOUNDATIONS

COMMUNITY FUNDRAISERS

ACME Foundation Greenlight Foundation Melbourne Community Foundation (Social Justice Fund) Pratt Foundation RobMeree Foundation Sangora Education Foundation The Charitable Trust The Oaktree foundation The Trust Company

Friends of Plan Canberra Fundraising individuals and groups through Go Fundraise Fundraising individuals and groups through Everyday Hero Kevin Welsh Trek Nepal group through Inspired Adventures Women of Plan Adelaide

Accreditation Plan is currently fully accredited and a trusted recipient of funds from AusAID, the Australian Governmentâ&#x20AC;&#x2122;s Agency for International Development 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.

Global Reporting Initiative Plan International 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.

Our Patron Plan International Australia is honoured to have Her Excellency, Ms Quentin Bryce AC, Governor-General of the Commonwealth of Australia as our Patron.

This publication is printed on ecoStar, a FSC Certified paper and made carbon neutral (CN) and manufactured from 100% post consumer waste recycled paper in a process chlorine free environment and under an ISO 14001 EMS. 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. 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 799.83kgs kgs of CO2 via Climate Friendly (voted No.1 for Carbon Offset in the Carbon Watch Report)

Plan International Australia | Annual Report 2011

www.plan.org.au

13 PLAN (13 7526) WWW.PLAN.ORG.AU Plan 18/16 City Road, Southbank VIC 3006 GPO Box 2818, Melbourne VIC 3001 Tel: 13 7526 Fax: +61 (3) 9670 1130 Email: info@plan.org.au ABN 49 004 875 807

Plan International Australia | Annual Report 2011