Partnering for a poverty-free future
World Vision Australia Prospectus
Partners for change
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OVERVIEW Message from our Board Chair......................................................................................... 5 Introduction.................................................................................................................. . 6 Our reach...................................................................................................................... 8
ABOUT US Our organisation............................................................................................................. 10 Our approach................................................................................................................ 12 Areas of our work......................................................................................................... . 14 Our impact................................................................................................................... . 17 Models for impact........................................................................................................... 18 Impact for change........................................................................................................... 20 Our resource base......................................................................................................... . 22 Financial position and performance.................................................................................. . 28 Corporate governance................................................................................................... . 32 Organisational directory................................................................................................. . 34
“ Supporting children in developing countries through World Vision has been the most gratifying, enriching and rewarding experience of my life. It gives me a greater sense of responsibility and contentment to take part in meeting moral and spiritual obligations through child sponsorship.
Small business support and training is providing greater opportunities for children and families in Jakarta, Indonesia. Photo: Jon Snyder/World Vision
This document is dated 1 June 2013. World Vision Australia (ABN 28 004 778 081) is the entity making the invitation to partner. This is a fundraising document and not a prospectus for the purposes of the Corporations Act 2001. World Vision Australia is registered/licensed under applicable fundraising legislation as required in each state where it raises funds as follows: NSW – Registration no. 13579, QLD – Registration no. CH0675, SA – Licence no. CPP605, TAS – Registration no. 1, VIC – Registration no. 10214.12, WA – Licence no. 18076.
I consider myself to be blessed to take part in World Vision’s mission to provide a better life for every child and meeting our sponsored children in Kenya made us feel connected and overjoyed to be involved.” – Sam Bae, Managing Director of Bae Corporation Pty Ltd
You are invited to read this document and make an independent decision about contributing to the work of World Vision Australia. Information contained in this document may change over time. Financial accounts are current as at the date stated in those accounts and are stated in Australian dollars unless otherwise specified. Front cover: Mary and Champa pick oranges grown by their women’s economic development group in India. Photo: Jon Warren/World Vision
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World Vision Australia Prospectus
Partners for change
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“ In an age where community involvement and partnerships with civil society are increasingly being recognised as indispensable, there is clearly a growing potential for cooperative development and renewal worldwide.” – Kofi Annan, 7th UN Secretary-General
For several years now I have had the priceless experience of seeing the lives of children, families and communities transformed through World Vision’s work. Much of this change has been made possible because of the support of business and philanthropic partners. Their decisions to partner with us are both generous and smart. As an international partnership, our reach allows us to have maximum impact for positive change and also creates efficiencies that help to keep costs down. While this is so, our commitment to local engagement and community empowerment sees us having impact for transformation at a grassroots level. Although World Vision has a global footprint, our work has children and communities at its heart. Our programs don’t focus on quick fixes, but on real, transformational change that lasts. Consider our game-changing work in Farmer Managed Natural Regeneration. This work began with a disarmingly simple insight: beneath the surface of an arid landscape remain tree stumps; not dead but dormant. The nurture and careful management of these stumps transforms and restores marginal farmlands to health; a quicker, cheaper and more effective process than mass planting. This simple technique has helped farmers to restore millions of hectares of land to productivity in countries across Africa, as well as in Indonesia and Myanmar. The powerful example of this work has also influenced governments to shift their agricultural policies, further enabling farmers to improve production and providing opportunities for their children to thrive. Whether through environmental care, economic empowerment, water and sanitation solutions, improving access to quality healthcare or educational opportunities, World Vision partners with local communities in countries all around the world – and in Australia – to help them create a better future for themselves and their families.
Merisa and her mother in Burundi enjoy nutritional benefits brought by their new vegetable garden. Photo: Michelle Siu/World Vision
whose leadership both in World Vision and the Australian community continues to inspire. The Board and executive staff of World Vision are available to meet with you to discuss any aspect of our work. On behalf of the Board of World Vision Australia, I invite you to join us to help children, families and poor communities all around the world to lift themselves out of poverty. Yours sincerely
George Savvides Board Chair, World Vision Australia
I am genuinely proud of World Vision’s achievements and very pleased to be able to work alongside our CEO Tim Costello, Partners for change
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A women’s economic development group in India meet to share their weaving and discuss group loan repayments. Photo: Jon Warren/World Vision
World Vision Australia seeks to create lasting change in the lives of children, families and communities by transforming the world where they live. Drawing on over 60 years of experience in holistic, long-term community development and emergency relief initiatives, World Vision Australia currently contributes to the sustained wellbeing of almost two million children in over 60 countries each year. Our goal is to leverage our partnerships and extend the reach of our impact to 20 million children by 2021.
The World Vision “way” World Vision seeks to transform lives by tackling the causes of poverty. Our commitment to transformational development is evidenced by our long-term local community partnerships. Our hallmark development approach – Area Development Programs – sees us partnering with local communities for up to 15 years to help effect lasting positive change. Our work is characterised by enormous diversity and covers a number of sectors focused on providing maximum impact for change. Our partnerships with communities adopt a holistic approach to development that combines development, relief and advocacy efforts to address the many interconnected aspects of poverty. From improving healthcare and ensuring reliable access to food, to improving incomes through economic development opportunities; from providing opportunities for education and life skills development, to improving access to clean water and sanitation, World Vision seeks to transform lives by transforming the world people live in.
In Mali, fourth grader Lydé hopes to become a doctor when she grows up. Photo: Justin Douglass/World Vision
With a focus on community empowerment rather than service delivery, we actively encourage child and community participation in local development initiatives. Our programs aim to build community capacities to drive their own development for decades to come. To this end, our transformational development approach also builds partnerships with local organisations, community groups, faith-based groups and governments to enhance local capacities to sustain positive changes well beyond our presence in a community.
Catch the vision Strong and committed major partnerships are crucial in creating sustained, long-term impact that helps to eliminate poverty and its causes. We invite you to explore our work and gain greater insights into how our holistic approach to community development is helping to transform the lives of children, families and communities all around the world. United by shared values, we seek to foster strategic, collaborative and dynamic major partnerships that create maximum impact for lasting change.
We invite you to partner with us for a poverty-free future.
Partners for change
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Middle East, Eastern Europe and Central Asia (multi-country projects) (8)
Areas of our work
Water and sanitation
Heal
Health
Food enviro
Snapshot •
Work in 60 countries
•
884 projects supported in
1 3 5 7
Australia and overseas
than one million people in West Africa assisted with emergency food, water, sanitation and health supplies
2.4 million people
•
in East Africa assisted with food crisis relief
373,944 children
•
sponsored
• •
20
23 24
22
29
Latin America and the Caribbean (multi-country projects)
26
(4)
46
47
30
48
1,064 volunteers
52 54
53
578 staff 64
West Africa (multi-country projects) (2)
63
61
11 14 15
50
33
Asia and the Pacific (multi-country projects) (13)
16
17
36 38 39 43 44
41
10 13
35
37
Water and sanitation
6
18
19 32
42
8
9 12
Africa (multi-country projects) (7)
• More
2
4
21 25 27 28
Water and sanitation
31
34
Food and environment
Eco deve
Food and environment 51
Economic development
Educat life
40
East Africa (multi-country projects)
(10)
45
49 Water and
Health
sanitation
55
60 62
Australia Water and sanitation
Health
Southern Africa (multi-country projects) (5)
Global impact
Health
Food and environment
Economic development
Education and life skills
Ch prote
[ ] = Total Projects per region ( ) = Projects per country Latin America and the Caribbean [119] 53. Bolivia (10) 46. Brazil (20) 64. Chile (10) 37. Columbia (6) 42. Ecuador (11) 23. Guatemala (6) 20. Haiti (6) 24. Honduras (17) 29. Nicaragua (10) 47. Peru (19)
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World Vision Australia Prospectus
Africa [335] 43. Burundi (8) 26. Chad (7) 41. Dem. Republic of Congo (11) 35. Ethiopia (28) 32. Ghana (6) 38. Kenya (40) 61. Lesotho (12) 48. Malawi (16) 19. Mali (3) 50. Mozambique (15) 18. Northern Sudan (7)
39. Rwanda (14) 22. Senegal (14) 33. Somalia (7) 63. South Africa (10) 30. Sudan (12) 60. Swaziland (10) 44. Tanzania (28) 36. Uganda (28) 52. Zambia (17) 54. Zimbabwe (18)
Middle East, EasternWater Europe and and Central Asia [84] sanitation 10. Afghanistan (12) 7. Albania (2) 8. Armenia (3) 6. Azerbaijan (5) 3. Bosnia (3) 4. Georgia Water(3) and Health 12. Jerusalem/West sanitation Bank/Gaza (8) 9. Lebanon (16) 13. Pakistan (23) 5. Romania (1)
AsiaHealth and the Pacific [314] Food and 15. Bangladesh (12) environment 28. Cambodia (28) 11. China (10) 17. India (33) 40. Indonesia (24) 2. Japan (1) 21. Laos Food(26) and Economic 1. Mongolia (10) environment development 16. Myanmar (22) 14. Nepal (7) 31. Philippines (8)
*Information for period 1 October 2011 – 30 September 2012
34. Sri Lanka (19) Education and Economic 27. Thailand development (10) life skills 25. Vietnam (23) 45. Papua New Guinea (26) 51. Solomon Islands (20) 49. Timor-Leste (13) 55. Vanuatu (9) Education and Child Australia [10] life skills protection 62. Australia Programs (10)
Child protection
Australia Programs
Partners for change
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Austra Progra
Mosquito nets make all the difference Delfina and her friends are avid jumpropers. For these girls in Mozambique, owning a mosquito net has made all the difference. Mosquitoes, malaria and sickness could not be further from Delfina’s mind. There is too much for this third grader to do today. “After church,” she says, “we will play all day long until it’s time to go home.” Thanks to the mosquito nets, Delfina is thriving at her local primary school. Photo: Jon Warren/World Vision
“Delfina has very good grades,” says her principal, Alfredo. In fact, grades have gone up for everyone since the nets arrived. “Children are not missing classes, they’re not distracted,” he says. “When children get malaria they are sent home with an older student to take care of them. So it affects two students.” Last year there were four to five cases of malaria among his students every day. “Right now there are a few absences from school, but mostly due to injuries from playing,” Alfredo smiles.
Our history Our vision
Who we are
Our vision for every child, life in all its fullness; our prayer for every heart, the will to make it so.
World Vision is a Christian relief, development and advocacy organisation dedicated to working with children, families and communities to overcome poverty and injustice.
Our mission
World Vision Australia is part of the World Vision International Partnership operating in more than 90 countries. Viewed collectively, the World Vision International Partnership is the world’s largest non-governmental humanitarian and development agency.
Our mission is to be a Christian organisation that engages people to eliminate poverty and its causes.
Our values We are Christian. We are committed to the poor. We value people. We are stewards. We are partners. We are responsive.
Teddy, Lillian, Engiwe and Veronica from Zambia wear their new shoes with pride. Photo: Kwenda Paipi/ World Vision
While accountable to other World Vision offices, World Vision Australia is a distinct legal entity with its own Board of Directors. We apply the policy and standards of the World Vision International Partnership in accordance with our local context. Fully accredited by AusAID, the Australian Government’s agency for international development, World Vision Australia is also an active member of the Australian Council for International Development (ACFID). We adhere to the ACFID Code of Conduct which defines minimum standards of governance, management and accountability for non-government organisations, and make broad contributions to the international development sector through support and leadership of a number of ACFID activities.
World Vision founder, Bob Pierce. Photo: World Vision
1950 – Moved by the plight of children orphaned by the Korean War, American Rev Bob Pierce founds World Vision to help meet the needs of vulnerable children.
1950
1960 –
1968 –
World Vision’s emergency relief work begins, delivering food, clothing and medical supplies to people affected by disasters. Over the next decade, World Vision expands its operations to meet the needs of refugees in Indochina and of people recovering from disasters in Bangladesh and Africa.
Graeme Irvine becomes Executive Director of World Vision Australia.
1960
1970
1953 –
1966 –
1970 –
World Vision’s child sponsorship program commences to provide orphaned Korean children with ongoing support, including food, healthcare and education. The sponsorship program soon expands to other Asian countries, followed by Africa and Latin America.
World Vision commences its operations in Australia under the leadership of Rev Bernard Barron.
World Vision embraces a broader community development programming model focused on addressing the causes of poverty. Communities are assisted to meet needs in areas such as clean water and sanitation, education and income generation.
World Vision food aid ready for distribution in Mali. Photo: David Ward/World Vision
Community development approaches over time
1950 – 1970s Child welfare and humanitarian relief – assisting local communities • Helping to meet the needs of children and families in need
Major emergencies
Tim Costello, CEO World Vision Australia. Photo: Ilana Rose/ World Vision
Commencing in 1953, World Vision’s child sponsorship program soon expanded to Latin America. Photo: Ilana Rose/World Vision
• 1984 – Ethiopia famine • 1992 – Bosnia/Herzegovina war
1974 –
• 1994 – Rwanda genocide • 1998 – Timor-Leste independence
World Vision Australia’s partnership with Indigenous communities begins with assistance for the Aboriginal Evangelical Fellowship to help build the capacities of Indigenous Christian leaders.
• 1999 – Kosovo conflict
1997 – Lynn Arnold becomes CEO of World Vision Australia.
1978 – World Vision International is formed to coordinate field management activities, allowing Support Offices to concentrate on sponsors and donors.
1982 –
1991 –
Tax deductibility granted by the Federal Government for all gifts over $2.
World Vision South Korea transitions from an office receiving funds to a donor office, offering funding and development assistance to other World Vision offices around the world.
1980
1990
• 2003 – Darfur genocide
2000 –
2008 –
Australia Programs (then Indigenous Partnerships) supports reconciliation celebrations at the Sydney Opera House. World Vision begins work in Timor-Leste.
World Vision Australia commits to Respect for Country protocols, including formal Acknowledgement of Country at all official World Vision Australia forums, meetings and conferences, and the education of staff.
2000
2011 – Countries in East Africa are struck by severe drought, affecting the lives of some 13 million people. World Vision provides access to improved nutrition, healthcare, clean water and sanitation through the help of our generous supporters.
2010
2004 – 1975 –
1989 –
Harold Henderson becomes Executive Director of World Vision Australia. The World Vision 40 Hour Famine commences in Australia, engaging young people with issues of global hunger.
Philip Hunt becomes CEO of World Vision Australia. Under his leadership, World Vision Australia seeks to play a greater role in the international development community in Australia, becoming increasingly involved in advocacy on a range of development issues.
1990 – Child sponsorship through World Vision International reaches one million children.
1990’s – World Vision introduces the Area Development Program (ADP) model.
The World Vision 40 Hour Famine engages thousands of young Australians in the fight against hunger each year. Photo: World Vision
Tim Costello becomes CEO of World Vision Australia.
2004/05 – Boxing Day Indian Ocean Tsunami claims more than 230,000 lives in over 14 countries. World Vision mounts its largest single relief response across five countries simultaneously – Indonesia, Sri Lanka, India, Thailand and Myanmar.
2010 –
2012 –
Haiti Earthquake claims more than 222,570 lives and injures more than 300,000. A further three million were affected. World Vision begins work on the biggest single-country humanitarian response ever undertaken in the organisation’s history.
World Vision Australia launches its inaugural Reconciliation Action Plan, seeking to promote positive relationships with Aboriginal and Torres Strait Islander communities. World Vision Australia and our neighbouring offices in the Pacific and Timor-Leste embark on a progressive model of engagement to support development in the region.
World Vision Australia Board Chair, George Savvides, Aunty Joy and Tim Costello at the World Vision Australia Reconciliation Action Plan launch. Photo: Lucy Aulich/World Vision
Following the devastation of the tsunami in 2004, World Vision assisted the people of Banda Aceh with humanitarian and emergency relief. Photo: ADH/ Stefan Trappe
1970s – 2000s Community development – development with local communities
2000s Transformational development – development owned by local communities
• Working collaboratively with children, families and communities to help them overcome poverty
• Partnering with children, families and communities to transform lives, and building community capacities to champion their own development agendas
For over 60 years, World Vision has been engaging people to work towards the elimination of poverty and its causes. World Vision is committed to the poor because we are Christian. We work with people of all cultures, faiths and genders to help transform lives. What we do Today, World Vision addresses poverty and injustice through the following core activities:
Community development: We work within communities and across geographical areas to help individuals and groups improve the wellbeing of children and overcome poverty. We do this through long-term projects aimed at empowering communities to sustainably manage their own development.
Humanitarian and emergency relief: When disasters strike, World Vision has staff and supplies positioned around the globe to respond to immediate needs like food, water, shelter and safe spaces for children. World Vision also works
with communities to recover and transition from disasters to reduce the impacts of future events through planning and capacity building.
Tackling injustice through policy change and advocacy: We engage governments, institutions, donors, communities and the public to address the underlying issues that perpetuate poverty. World Vision aims to empower communities to speak up for their rights and influence change, both locally and globally.
Engaging Australia: World Vision seeks to educate Australians about the causes of poverty and to challenge them to be involved in its alleviation, including by making financial and non-financial contributions to our work.
Our programming approach Integration
Sustainable change
Holism
Community empowerment
Partnership
World Vision’s approach to programming aims to improve the wellbeing of children, especially the most vulnerable. Our development approach focuses on children and seeks to enable their families, local communities and partners to address the underlying causes of poverty. Our projects aim to facilitate long-term sustainable change in communities and to achieve this we apply the following approaches: • I ntegration: We take an integrated approach to programming that combines relief, development and advocacy to address not just the symptoms but also the causes of poverty and human suffering. • C ommunity empowerment: We focus on community empowerment rather than service delivery. Programs aim
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World Vision Australia Prospectus
to facilitate community and child participation to enable them to drive their own development. • Partnership: We build partnerships with local organisations and communities in order to enhance local capacity to sustain positive changes well beyond World Vision’s presence in a community. • H olism: We seek to address the many interconnected aspects of an issue. For example, climate change is both an issue of justice, as well as an environmental concern. It has multiple implications in the communities we work with, including on health, food security, agriculture, political stability and livelihood security. • Sustainable change: We aim to address a number of themes identified as crucial for achieving sustainable change. For example, the crucial role that women play in the development process, and the need to use environmental resources efficiently so that vital ecosystems are not compromised. We also focus on peace-building and the social, economic, political and cultural conditions that fuel conflict, as well as issues related to protection and disability.
Working in partnership World Vision Australia’s relief, development and advocacy programs are implemented through World Vision’s network of national offices. Typically, World Vision Australia receives a proposal from a World Vision national office to provide support and funding for a potential project. World Vision Australia then assesses the proposal and makes a decision as to whether or not to support it. This determination occurs through a structured committee process and decisions are made based on criteria such as strategic fit, organisational capacity and budget requirements.
A series of small loans enabled Leoncie to invest in her cereal business to support her five children in Rwanda. Photo: Michelle Siu/World Vision
If World Vision Australia agrees to support the proposal and provide funding for it, we work with the relevant World Vision national office to help design, monitor and evaluate the project. Linkages are created with existing service providers, community-based organisations and other entities to ensure the development work undertaken will provide the desired community outcomes. World Vision Australia then works with our valued partners in Australia to raise vital funds to support this work. Identifying supporter passions and aligning them with our work is our goal.
Partners for change
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World Vision seeks to transform the lives of children and communities by tackling the causes of poverty. Our work covers a number of sectors focused on providing maximum impact for change. Water and sanitation
activities. Our work addresses the causes of environmental degradation, promotes effective natural resource management and helps communities prepare and mitigate against disasters.
Pritom’s mother in Bangladesh is able to support her three sons through school thanks to earnings from her sewing business. Photo: Xavier Sku/World Vision
Economic development
Health
Children born into poverty In 2008, 24 percent of are more than twice as likely the world’s population in Nearly 800 million people to die before the age of five developing regions lived on less than $1.25 a day.5 lack access to safe water and Waterthan andthose from wealthier Health Food and Economic Education and Child People living in poor communities often lack the 2.5 billion people lack basic Food and sanitation environment development life skills protection Water and Health Economic Australia Education and Child 3 Water and Health andit difficult Economic Education and business skills,Child families. Poor communities Food often find education, assets and credit toAustralia 1 sanitation. Globally, diarrhoeal disease is the sanitation environment development Programs lifedevelopment skills protection sanitation environment Programs life skills protection to access health services and medicines due increase their incomes. second highest cause of death in children under to their remote location and lack of money. 2 five years old. World Vision helps people to understand Inadequate health facilities and undertrained their economic challenges and identify World Vision works to improve water access health workers also lead to poor health – as practical, innovative solutions. We encourage and quality by drilling and repairing wells and do class and gender inequalities. Malnutrition, communities to work with local government developing other safe water sources. We also malaria, tuberculosis, HIV and AIDS, and high and private and not-for-profit sectors to achieve provide improved sanitation facilities and training child and maternal mortality can result. sustainable economic growth and improved on good hygiene practices. Our projects focus Many health problems are preventable and incomes. Education and skills training, business on promoting behaviour change in water use and their solutions simple. By focusing on prevention coaching, agricultural development, trade and management, sanitation and hygiene. strategies and access to health services for mothers marketing and access to microfinance – small, and infants, morbidity and mortality rates can be low-interest business loans – are just some of reduced. Training local community volunteers and the ways World Vision works with people who health workers, and conducting health education are poor to improve their incomes, giving them programs are just some of the ways that a “hand up” not a “hand out”. World Vision works with poor communities to make access to basic healthcare a reality. Education and
life skills
Food and environment Water and sanitation Water and sanitation
Disadvantaged youths in eastern Kenya hope to become self-sufficient through greenhouse farming activities. Photo: Lucy Murunga/ World Vision
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World Vision Australia Prospectus
Health
Almost one billion people
Health worldwide do not Food haveand environment access to enough food.4 CropFood failure and due to drought, flood and conflict, Economic as well as high global food prices, are some of the environment development major reasons for food shortages. Environmental degradation and disasters threaten livelihoods in poor communities. World Vision supports communities to secure stable access to nutritious food and ensure environmental sustainability. Shortterm responses include providing food aid for malnourished children and families and supporting agricultural and livestock recovery. Long-term responses include strengthening agricultural production and income-generation
Australia Programs
Economic development Education and life skills
Education and life skills development empowers communities to find their Education and Child own solutions to issues of poverty.
life skills
protection
Australia Programs
World Vision’s community programs place
Child strong emphasis onAustralia education and life skills Programs protection development and are adapted to meet local needs. In one community, World Vision may help to facilitate early childhood care and development initiatives. In another, the focus may be on youth and adult vocational training and literacy. Elsewhere, World Vision may assist communities to train teachers, strengthen government systems and improve skills development opportunities.
Partners for change
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ic ent
Area Development Programs Area Development Programs (ADPs), supported by child sponsorship, are World Vision’s characteristic community development program model. ADPs focus on transforming the world in which children live – their family, their community and local area – through long-term development projects. Operating in clearly defined geographical areas, ADPs typically run for approximately 15 years, enabling World Vision to build strong relationships with families, community groups, faith-based organisations and government bodies. World Vision works with communities to identify community assets and needs, along with the underlying causes of children’s poverty and vulnerability. ADPs are designed with sustainability in mind. Community organisations, families and individuals share in program leadership from the start, helping to equip and motivate communities to continue their development journey after World Vision leaves the area. World Vision Australia plans to support approximately 215 ADPs around the world in 2014-15. The first generation of World Vision ADPs are now reaching the end of their engagement with partner communities. ADP evaluations clearly demonstrate positive changes within ADP communities. These changes were evident in people’s awareness about important development issues and their capacity to act on them, local practices and behaviours, and communities’ social, environmental, economic and physical conditions.
Child protection Education and life skills
Economic development
Human trafficking thrives on vulnerability and it is estimated that 27 million Australia peopleChild worldwide are victim to child and forced Programs protection labour, slavery, debt bondage and commercial sexual exploitation.6 Children in poor communities are exploitation Education andoften targets forChild andlife are at risk of becoming victims of trafficking, skills protection forced labour, sexual abuse and violence. World Vision seeks to protect those vulnerable to exploitation and abuse by empowering communities to better prevent and respond to abuse and exploitation, educating children about how to protect themselves from harm, and addressing underlying issues such as poverty. Creating child friendly spaces in emergencies, empowering young people to advocate for change, and helping victims of trafficking recover from their experience are just some of the ways
that World Vision works to prevent and respond to the abuse and exploitation of children.
Australia Programs World Vision recognises that Indigenous disadvantage is the result of discriminatory past policies and practices. Australia ForPrograms this reason, World Vision Australia is linking hands with Indigenous communities to create a brighter future for children and their families. Through effective and long-term community development, World Vision partners with Indigenous communities to find local solutions to local needs. We empower people to lead the development initiatives that they want to see in their communities. Together, these initiatives transform communities at multiple levels – from government and local organisations, to families and individuals – for positive and lasting change.
United Nations (2012) “The Millennium Development Goals Report 2012”. UNICEF (2012) “Diarrhoea”. Retrieved 30 April 2013 from http://www.unicef.org/health/index_43834.html 3. United Nations (2012) “The Millennium Development Goals Report 2012”. 4. Food and Agriculture Organisation (2012) “State of Food Insecurity in the World 2012”. 5. United Nations (2012) “The Millennium Development Goals Report 2012”. 6. International Labor Organization (2009) “The Cost of Coercion”. 1.
2.
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World Vision Australia Prospectus
In 2012, World Vision Australia’s programs assisted 1,842,672 children in 60 countries. More than 800 projects in these countries are creating long-term change in the lives of children from the world’s poorest communities. That assistance is extended to their families, their communities – and ultimately, the productivity and future of their country long after our projects end. Measuring our impact Transparency is at the core of our programs and their delivery. Only then can we strategically assess the level of change achieved in the communities in which we work. All of World Vision’s projects are assessed at regular intervals against implementation plans, budgets and progress towards their objectives. Evaluations help us identify what works and why, and are therefore a critical part of our programming approach.
increased community awareness and capacity building, to improved child wellbeing and positive changes in the social, economic and physical conditions in communities. Ninety-four percent of World Vision projects evaluated successfully increased community awareness, while 36 percent of projects achieved the highest order change in child wellbeing and social, economic, spiritual and physical dimensions across the community.
World Vision Australia measures four levels of change in our community development work:
1. 2. 3. 4.
1. C hanges in social, environmental, physical and economic conditions 2. Practice and behavioural change 3. Increased community capacity 4. Increased community awareness Each of the over 800 projects delivered by World Vision Australia has the highest order of change as its goal. In 2012, changes resulting from World Vision’s partnership with communities ranged from
Zeinabou (centre) and her friends in Niger enjoy easy access to safe water thanks to a borehole drilled by World Vision. Photo: Amadou Baraze/World Vision
Partners for change
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Through our efforts to apply best practice programming informed by the continuous monitoring and evaluation of programs, we have developed a number of development models and methodologies being used across the World Vision Partnership. These models are proven to be effective in creating long-term change for families and communities. Generally integrated with existing projects within our Area Development Programs, these models can be replicated across countries and regions. Some of these models include:
Citizen Voice and Action is a World Vision local level advocacy methodology transforming relationships between communities and government. It relies on citizens having a voice in how local services are run and taking action to see that change happens, ensuring that those responsible for services are held to account. This social audit methodology leverages existing community partnerships, resources and structures within World Vision projects to facilitate the program. Local Value Chain Development assists smallholder
producers to get better access to markets, increasing competition, productivity and incomes. This model focuses on helping producers to sell collectively, strengthening relationships in the value chain, and improving their understanding – and response to – market dynamics.
7/11 is an evidence-based, cost-effective,
minimum set of preventative health interventions focused on the promotion of seven health interventions for pregnant women, and 11 health interventions for children under the age of five. World Vision has committed to improving the health and nutrition of women and children in the areas in which we work, in order to contribute to the global reduction of under-five and maternal mortality.
Farmer Managed Natural Regeneration is a simple, proven,
low cost and innovative farming methodology currently addressing issues of food security and environmental degradation all around the world. Its disarmingly simple insights have the potential to liberate hundreds of thousands of subsistence farmers and their families from the cycle of hunger and extreme poverty.
Business Facilitation assists
people who are poor to increase their incomes by starting or improving their business. Two factors commonly prevent people in World Vision’s target areas from operating profitable businesses: restrictive business environments, and lack of skills, knowledge and support. Business Facilitation assists communities to overcome these challenges by supporting them to improve the business environment and providing business coaching services.
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World Vision Australia Prospectus
Dolianda’s potato yields on her farm in Angola have more than doubled thanks to a new variety of potato crop. Photo: Lucy Murunga/ World Vision
Partners for change
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At home
Abroad
Policy change
Australia Programs
Water and sanitation
• I n collaboration with other NGOs, World Vision Australia negotiated the use of Fairtrade-certified cocoa by four of the world’s largest confectionary companies.
• I n 2009, World Vision Australia and BHP Billiton entered into a unique five year partnership to deliver an Indigenous early childhood development program in collaboration with Martu communities in the East Pilbara region.
• World Vision Australia is an active member of the Water and Sanitation Reference Group, a community of practice of dedicated non-government organisations and research institutions working to enhance Australian-based sanitation and water initiatives overseas.
• S upported by World Vision Australia’s advocacy work, the Australian Federal Government in 2013 announced its commitment to an ethical goods and services supply chain.
• W orld Vision Australia and the Wutunugurra (Epenarra) Artists recently celebrated an exciting new phase: the group is now
running independent of World Vision.
• Following the Pakistan floods in 2010, World Vision interventions helped to re-establish clean water and safe hygiene in affected areas.
Health
World Vision is helping to ensure that children like Charles in Uganda receive a quality education. Photo: Simon Peter Esaku/ World Vision
• World Vision is supporting the Papua New Guinea Government’s National Tuberculosis Program across all 20 of the country’s provinces. 4.4 million people have benefited from the program’s services. • In partnership with AusAID, the 7-11 maternal and child health project in Ethiopia is improving essential healthcare and services for 31,700 pregnant and breastfeeding women and 60,895 children.
Food and environment • In 2010, the first instalment of carbon credit revenue was paid from the World Bank BioCarbon Fund for carbon sequestered through a World Vision carbon reforestation project in Humbo, Ethiopia. • The Ethiopian Government has committed to the reforestation of 15 million hectares of degraded land based on lessons learnt from World Vision Farmer Managed Natural Regeneration projects. • In 2012, The Guardian named Farmer Managed Natural Regeneration one of the 15
top innovations in Africa.
Economic development
increase their sales revenues by up to 200 percent. 2,000 smallholder farmers to
• T he government of Nusa Tengara Timor province in Indonesia has asked World Vision to train its staff on the LVCD approach for roll out in over 250 villages throughout the province. • W orld Vision is currently piloting micro franchising in Tanzania and supporting its development in Guatemala, leveraging successful business models to provide sustainable business opportunities.
Education and life skills • W orld Vision’s Citizen Voice and Action program currently operates in over 200 World Vision projects in over 30 countries, empowering poor communities to advocate for change. • I n partnership with the Government of Solomon Islands and the rural communities of Makira Province, World Vision has helped to prepare 3,000 young children from 52 communities for primary school and a life of learning through our Early Childhood Care and Development program.
Child protection • In partnership with AusAID, World Vision’s
$7.5 million End Trafficking in Persons Project in the Mekong sub-region recently partnered with the Myanmar Government on its new trafficking prevention campaign.
• W orld Vision’s partnership with British NGO PhotoVoice to strengthen children’s perspectives and life experiences through photography has helped to inform campaigns to end child trafficking in Lebanon, Albania, Armenia, Pakistan and Romania.
• I n eastern Indonesia, Local Value Chain Development (LVCD) has helped more than
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World Vision Australia Prospectus
Partners for change
25
Meet the team
With over 60 years development experience in poor communities around the world, World Vision has grown to be recognised as one of the world’s largest international humanitarian, development and relief agencies.
World Vision contributes to the efforts of a larger community of people and organisations working towards justice and the alleviation of poverty for the oppressed. Our work with other NGOs in coalitions, such as the Make Poverty History and Micah Challenge coalitions, allows us to act on a broader scale and achieve greater results. The Australian Council for International Development and AusAID are also key partners. World Vision Australia regularly works with universities, academics and NGOs on specific issues and activities. This includes cooperation on research, advocacy, professional knowledge exchange, teaching and learning, recruitment, professional experience for students and community engagement.
Research and evaluation
In a complex and interdependent world, World Vision acknowledges the importance of external partnerships. Working effectively in collaboration with other organisations across all sectors is essential if we are to meet shared challenges, such as achieving the UN Millennium Development Goals or effectively responding to the impact of climate change.
Our team of highly qualified and experienced staff informs the design, monitoring and evaluation of our development work, aiming to deliver the highest quality programs that help bring lasting change to the lives of the world’s poorest people.
Under this objective, we work with the Australian Government with a focus on AusAID, the government agency responsible for delivering the majority of Australia’s overseas aid programs. We also work with multilateral agencies, such as the UN World Food Programme and the Global Fund to Fight AIDS, Tuberculosis and Malaria, as well as a range of relief and development projects.
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World Vision Australia Prospectus
In 2012, we achieved $52.1 million in income from grants to support our work in communities. This significant achievement represents a 10.8 percent increase compared with 2011. Continued growth in grants will remain a key focus to support our ongoing work in the field to reduce poverty and suffering around the world.
Water and sanitation
World Vision Australia aims to increase organisational capacity to transform lives by increasing the funding received from the Australian Government, corporations and multilateral institutions in the form of grants and goods-in-kind.
Department Head, Program Research and Advisory • PhD; Bachelor of Arts (Hons)
Lucia has worked in the area of program research and evaluation for 16 years and joined World Vision in 2007 as an evaluator. Since then she has led the development of World Vision’s Global Technical Resources Network that facilitates the allocation of subject matter experts to programs. Lucia also developed the evaluation framework underpinning urban programming, pioneered the application of the theory of change methodology to the development of innovative programming, and led the inaugural Annual Evaluation Review that reports on the performance of World Vision Australia’s field programs. In her current role, Lucia heads a team of 18 development practitioners responsible for developing the evidence base for World Vision’s programming in health, economic development, child protection, food security and climate change.
We also seek to achieve better international humanitarian coordination through global mechanisms such as the UN Office for the Coordination of Humanitarian Affairs, as well as participation in initiatives to improve aid effectiveness. World Vision program staff work with a wide range of partners across civil society, including churches, governments and the private sector, as appropriate to the context. Our employee base is a mix of community development practitioners, development subject matter experts, academics, professional services personnel, sales and marketing professionals, administrative and volunteer staff.
Dr Lucia Boxelaar
Andrew Jalanski
Rajesh Pasupuleti
Water, Sanitation and Hygiene Program Advisor
Water, Sanitation and Hygiene Advisor
• B achelor of Applied Science (Environmental Health)
• M aster of Environmental Engineering
With over 32 years of experience between them accrued in such settings as UNICEF, the Department of Defence, INGOs and local government, Andrew and Rajesh provide practical and evidence-based advice for World Vision’s water, sanitation and hygiene activities. Their specialist skills include: the design and construction of toilets and water supply systems appropriate for a variety of settings, waste management in developing communities, the development and implementation of health and hygiene behaviour change projects, food safety training and management of communicable disease outbreaks, environmental health risk assessments, and disaster management preparedness. Rajesh and Andrew recently presented to the UNICEF-led Water, Sanitation and Hygiene (WASH) Global Cluster for emergency response on the World Vision International WASH Communities of Practice Wikispace information management system. The pair also facilitated training for enumerators in Afghanistan to undertake a WASH assessment in drought-affected communities in northwest Afghanistan.
Partners for change
27
Health
innovative economic development initiatives in poor communities. Over the last seven years, much of his team’s work has focused on projects in Tanzania, Lebanon, Kenya, Senegal, Indonesia, TimorLeste and Solomon Islands.
Dr Francois Tsafack
Prior to joining World Vision Australia, Jock was the founder and CEO of Diversity@work Australia Inc, a social enterprise that develops innovative models, strategies and educational programs to strengthen companies through diversity and inclusion. Under Jock’s leadership it became one of the largest diversity consultancies in the world. He is currently completing a Master of Strategic Foresight at Swinburne University.
Senior Research and Evaluation Advisor, Maternal and Newborn Child Health • PhD in communicable diseases; Master of Public Health; Bachelor
Economic development 28
Tony Rinaudo Research and Development Advisor, Natural Resources • Bachelor of Rural Science
Tony is World Vision Australia’s Research and Development Advisor for Natural Resources. Prior to joining World Vision, Tony managed an agricultural development program in Niger for 18 years where he pioneered the Farmer Managed Natural Regeneration (FMNR) reforestation method. These efforts contributed to the revegetation of over five million hectares of land in Niger through the hands of local farmers. Tony has been instrumental in the introduction of edible seeded Australian acacias into Nigerien farming systems and their promotion as a human food. His specialist areas include reforestation, desertification, food security and sustainable farming. Tony is now engaged in the global promotion of FMNR and oversees the ongoing research, development and promotion of Australian edible acacias.
Jock Noble Manager, Social Entrepreneurship and Economic Development • M A Entrepreneurship and Innovation; Carey Medal recipient in 2007 for exceptional services to the community
Jock has been engaged in social enterprise development for over 25 years in Australia, the United Kingdom, India and America. Jock’s role at World Vision involves leading a team that designs, implements and supports
World Vision Australia Prospectus
Child protection
Food and environment
A professional in the field of public health, Francois leads the development of World Vision’s evidence base for health programming, research and evaluation to support the development and piloting of new approaches in health programming. Francois also works to develop partnerships that leverage the research capacities of academic institutions. He currently supports Timed and Targeted Counselling research and plays a monitoring and evaluation advisory role for the East Africa and Southern Africa Maternal and Newborn Child Health projects. With over 20 years experience in tropical diseases, 10 years experience in program design, monitoring and evaluation, and five years experience in the use of information communication technologies for development, Francois was in 2012 awarded “Most Influential African Australian” for his work in the international development and humanitarian sector.
Education and life skills
of Science (Parasitology) and undergraduate in Zoology.
Celeste Orr Country Program Manager, Early Childhood Care and Development specialist • M aster of International Health; Bachelor of Nursing and Health Sciences
Celeste leads the Early Childhood Care and Development (ECCD) Working Group at World Vision Australia to create a space for learning and sharing evidence-based practice amongst programming colleagues. Having completed her Master of International Public Health, Celeste understands the need for integration across sectors in order to enable children to reach their full developmental potential. From 2009-2011, Celeste led the ECCD Family Conversations pilot project in Laos which has since become an integral approach to World Vision’s ECCD programming. She recently presented her experiences from Laos, Vanuatu and Timor-Leste at the International ECCD Conference in Jakarta, November 2012, and spoke to several senators at the Parliamentary event in March 2013: What Future for Young Children: the Vital Role of Early Childhood Policy and Programs. Celeste has worked in a number of varied development contexts, including Indonesia, China, Papua New Guinea, Solomon Islands and Uganda.
Annabel Hart Program Advisor • M aster of International Affairs (Hons); Bachelor of Arts (Hons)
As a Program Advisor with World Vision Australia, Annabel supports programming in Asia with a special focus on child protection and trafficking in persons. Annabel carried out academic research into human trafficking for both her undergraduate and Masters studies. She has worked for the UN system in Thailand on interagency coordination, as well as for the International Organization for Migration in Cambodia where she monitored trafficking cases and worked on an anti-trafficking network combining civil society, the judiciary and the police. Annabel currently supports World Vision’s regional End Trafficking in Persons Program which combats trafficking in six countries in the Mekong sub-region, as well as other initiatives that empower communities to protect children from abuse and exploitation.
Partners for change
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Australia Programs
Liz Mackinlay General Manager of Australia and Pacific Programs • M aster of Social Planning and International Development; Bachelor of Science – Occupational Therapy (Hons)
As General Manager of Australia and Pacific Programs, Liz’s role focuses on working regionally to alleviate poverty and disadvantage. Her appointment to the position in 2011 has brought renewed growth and focus to World Vision’s Australia Programs. Liz has undertaken a strategic review of World Vision’s Australia Programs to increase the focus on achieving child wellbeing outcomes, increase management accountability and improve departmental flexibility to meet the needs of communities and our partners. Her focus on collaboration with communities and partners and developing an evidence base for what works in Indigenous development continues to drive “best practice” approaches to domestic development.
Humanitarian and Emergency Affairs
Liz brings to the role over 10 years of international development experience, including work with remote Australian communities, and six years designing and implementing the strategy work of the Global Centre of the World Vision Partnership. Liz has recently been interviewed on National Indigenous Television (2011) and presented to senior FaHCSIA staff on World Vision’s Australia Programs.
Anthea Spinks Head of Humanitarian and Emergency Affairs • M aster of International Development; Bachelor of Arts – Government and Public Administration (Hons)
Anthea brings a wealth of experience to her role as Head of Humanitarian and Emergency Affairs at World Vision Australia. Before coming to World Vision Australia, Anthea worked for World Vision International as Relief Director in Mozambique, providing support for a number of sectoral programs. Anthea has also supported World Vision’s Civil-Military research work, and advised on policy for World Vision International’s Global Rapid Response Team. Upon returning to Australia, Anthea joined RedR Australia as Humanitarian Training Coordinator, designing and delivering training for relief and development organisations including World Vision, the International Federation of Red Cross and Red Crescent, Oxfam, AusAID, World Food Programme and UNHCR. Anthea’s current role at World Vision sees her managing a team of development experts in the areas of water, sanitation and hygiene, protection and disaster risk reduction in such countries as the Democratic Republic of Congo, Somalia and Sudan. World Vision Child Sponsorship is helping communities and children like Sabaya in rural Tanzania to a better life. Photo: Mike Amos & Lay Htoo/World Vision
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World Vision Australia Prospectus
Partners for change
31
Results at a glance World Vision Australia is committed to accountable and transparent financial management and follows strict procedures to ensure funds are used as intended, including annual internal and external audits. At least once every three years we are also audited by World Vision International’s Audit and Evaluation Department. World Vision Australia receives aggregated project financial data by region, country and project level to allow us to monitor and analyse project expenditure. We also receive quarterly financial reports for each individual project along with regular narrative reporting. This facilitates further detailed analysis and enables follow-up with each project. In addition to a rigorous internal audit system, World Vision Australia’s accounts are audited by PricewaterhouseCoopers. Our audited statutory accounts are lodged with ASIC and are available on our website.
2012
2011
2010
$m
$m
$m
186.2
194.5
200.8
Other revenue
68.0
63.7
74.7
AusAID
41.5
41.2
35.6
295.7
299.4
311.1
Non-monetary items
48.2
45.7
35.6
TOTAL INCOME
343.9
345.1
346.7
Child sponsorship
Cash income
Funds donated to World Vision Australia are used for the purposes for which they were raised. The only exception to this occurs where circumstances that are beyond our control prevent us from utilising funds in the promised manner. Such circumstances may include instances where:
Fundraising
39.4
38.4
38.7
Administration and accountability
33.2
27.4
29.9
• geopolitical issues prevent the use of funds;
Overheads
72.6
65.8
68.6
204.8
220.7
223.4
8.8
8.6
8.2
Domestic projects
3.8
3.3
3.0
Community education
4.8
4.3
3.8
222.2
236.9
238.4
47.7
45.6
36.4
Program disbursements
269.9
282.5
274.8
TOTAL DISBURSEMENTS
342.5
348.3
343.4
• security of staff is jeopardised so that World Vision is forced to withdraw from the project area; • the relevant community has asked us to leave; and • World Vision Australia loses confidence that its field partner has the capacity to implement projects and account for funds spent. When World Vision Australia cannot use funds for the purposes for which they were raised, funds are spent on areas of similar need. Wherever practicable, donors will receive notice of such action. The method of communicating this change in funding allocation depends on the number of donors involved. All funds allocated or committed to any domestic or international field project must be approved by World Vision Australia’s Field Allocations Committee. The Field Allocations Committee consists of key internal personnel providing oversight of World Vision Australia funds committed to our relief and development programs. Funding decisions are made based on criteria such as strategic fit, organisational capacity and budget requirements. The committee applies local and international accounting standards and operational audits to ensure that our overseas and local partners adhere to our project management standards. World Vision Australia staff periodically visit our projects and perform quality monitoring in the areas of sustainability, impact, development approach and financial risk monitoring.
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World Vision Australia Prospectus
International programs: Funds to international programs Program support costs
Program disbursements - cash Non-monetary items to international programs
SURPLUS/(DEFICIT)
1.4
(3.2)
3.3
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How donations to World Vision Australia reach communities Our unique organisational structure allows us to deliver relief, advocacy and development programs through World Vision’s network of national offices. End to end management of programs provides us with strong accountability mechanisms, which are crucial for our organisational sustainability.
World Vision offices, coordinating activities such as the transfer of funds from the countries where they are raised to the countries where they are spent. WVI technical experts provide specialty expertise and assistance to World Vision national offices as required, assisting to maintain the quality of World Vision’s programs. 3. Regional offices: These offices coordinate our work across specific continents or regions. World Vision regional offices are located in Nicosia (Middle East and Eastern Europe), Nairobi /Dakar/ Johannesburg ( Africa), Bangkok (Asia and the Pacific) and San Jose (Latin America and the Caribbean). 4. Global Capitals offices: WVI engages in global advocacy activities on behalf of the WVI Partnership, especially with multilateral agencies such as the United Nations. WVI has established liaison offices in Geneva, New York and Brussels to strengthen our presence in the places where the UN and other international institutions are located and where decision making on key humanitarian issues takes place. 5. W VI is funded by contributions from World Vision offices located in Australia, Austria, Canada, Finland, France, Germany, Hong Kong, Ireland, Italy, Japan, Malaysia, the Netherlands, New Zealand, South Korea, Singapore, Spain, Switzerland, Taiwan, the United Kingdom and the United States.
Australian donors and supporters
Funds donated for overseas programs are placed in term deposits with AA rated banks in Australia before being transferred to World Vision International treasury on a quarterly basis. An amount equivalent to eight weeks operating expenditure is retained in Australian term deposits as a working capital reserve.
Funds transferred to World Vision International treasury are held on behalf of World Vision Australia. World Vision Australia controls the access to funds held by World Vision International on an individual project basis. Interest earned on cash held by World Vision International is retained by World Vision International and may be used by it for charitable purposes as it decides.
World Vision Australia staff work with Indigenous communities and local partners to implement programs in Australia
Indigenous communities in Australia
73.7% ($252.6m)
9.7% ($33.2m)
1.1% ($3.8m)
Mutual accountability for meeting community promise, donor promise and efficient use of resources. Mutual accountability for program design monitoring and evaluation.
World Vision national offices Funds for overseas programs transferred to relevant national office in US dollars upon instruction from World Vision Australia.
How funds were spent in 2012 11.5% ($39.4m)
World Vision Australia
World Vision International
6. A dditional information on the World Vision International Partnership (including key governance arrangements) is provided in the World Vision International Accountability Report available at wvi.org
1.4% (4.8m) 2.6% ($8.8m)
Overseas communities
World Vision Australia staff work with the national office and communities on design, monitoring and evaluation. World Vision national office staff work with communities and local partners to implement programs.
Notes:
Funds to international programs
Domestic programs
Fundraising
Community education
Administration
Program support costs
1. World Vision International (WVI) is incorporated under California law as a not-for-profit corporation with its registered office located in Monrovia, California, USA. WVI sets the high level strategic direction and policies for the WVI Partnership, which World Vision national offices apply in accordance with their local context and within the spirit of the Covenant of Partnership. WVI is also responsible for: 2. Global Centre office: The Global Centre plays an important role in ensuring good governance of Partnership processes including operational audits and the Peer Review. It also performs a treasury function and acts as a service link between
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World Vision Australia Prospectus
Partners for change
35
World Vision Australia understands “corporate governance” to be the framework of systems and processes, rules and relationships within and by which authority in an organisation is exercised and the organisation as a whole is directed and controlled. Our aim of corporate governance is to create long-term, sustainable value for World Vision Australia supporters and stakeholders, especially those whom we serve.
World Vision Australia Board Our Board is comprised entirely of independent non-executive Directors who have a broad range of skills and who individually and collectively exercise their judgment to ensure good corporate governance. Our Board meets at a frequency that allows it to discharge its duties. This is generally five times each year, but additional meetings are scheduled as required. Directors are initially appointed for a term of three years with the possibility of two additional terms. In limited situations a Director may be appointed for an additional term (for example, the Director has also been on the Board of World Vision International). Prior to re-appointment for each new term, Directors currently undergo a Peer Review interview with two or three fellow Directors. This interview is designed to review and assess the individual’s performance as a Director and his/her continued commitment to the Mission of the organisation. The Chair and Deputy Chair of our Board and the Chair of each Board committee are elected annually and our Constitution does not permit any of our employees, including our Chief Executive, to be a Director.
A key output of risk management activity is the generation of a register of organisational risks that guides mitigating responses and enhances the ability of World Vision Australia to deliver its mission. The register reports a range of risks that are grouped into broad standard categories including: • People: Human capital is World Vision Australia’s most important asset. A stable and capable workforce is an essential factor in organisational performance. • S takeholders: World Vision Australia strives to achieve effective dual citizenship and therefore needs to manage risks in order to maintain effective stakeholder relationships. • Organisational effectiveness: One of World Vision Australia’s key values is the stewardship of the resources entrusted to the organisation. Good stewardship requires the effective management of organisational uncertainties. • Financial: World Vision Australia has long-term goals of which the delivery requires sustainable funding. • I nformation: World Vision Australia needs reliable and accurate data and information for sound decision-making and delivering operational excellence.
Although we are not a listed entity we support the Australian Securities Exchange’s Corporate Governance Principles and Recommendations. We apply the principles insofar as it is sensible and realistic to do so in the context of a large, not-for-profit organisation and with due regard to the scope of our operations and level of donor and public interest.
• Compliance: World Vision Australia strives to operate to the highest standards of community expectation and regulatory compliance.
We are also committed to the principles set out in the Australian Cooperation for International Development (ACFID) Code of Conduct which set out standards in three principal areas:
Disclosure is inextricably linked with accountability to stakeholders. World Vision Australia and the broader World Vision International Partnership are committed to continually improving the mechanisms by which we gather information internally and how we report to stakeholders on our use of the resources entrusted to us, as well as our progress towards delivery on our commitments. We prepare and make available a variety of reports, each aimed at providing the information necessary to improve accountability and transparency.
• effectiveness in aid and development activities, human rights and working with partner agencies; • ethics and transparency in marketing, fundraising and reporting; and • g ood governance, management financial controls, treatment of staff and volunteers, complaints handling processes and compliance with legal requirements. Our Board has endorsed the ACFID Code of Conduct.
Risk management World Vision is committed to an organisational culture that enables us to achieve strategic objectives through appropriate management of risk. Our Board has approved a Risk Management Policy and Guidelines, which together with sound risk management practices, help us to take advantage of opportunities while also mitigating threats to our objectives and operations. World Vision Australia’s framework for managing risk is aligned with the relevant standard, ISO 31000:2009 Risk Management – Principles and Guidelines. ISO 31000 defines Risk as “the effect of uncertainty on objectives”. Risk thus presents opportunities as well as threats. World Vision Australia’s risk management framework is an essential governance tool that supports the achievement of its mission and objectives.
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We focus on enterprise/organisation-wide risk to inform our internal audit plan. Internal audits are completed on areas identified and assessed as “highest risk”. These include: financial controls (for example, treasury, payroll, procurement and payments); child protection; donor promise; and compliance with regulators and government. While the financial control/financial assurance aspect of internal audit (and other areas mentioned) retains its importance, the audit plan is balanced to ensure coverage of broader risks in the organisation such as marketing initiatives and programming controls. It also recognises that there are some areas that need regular monitoring such as occupational health and safety.
World Vision Australia Prospectus
Making timely and balanced disclosure
In recent years we have sought to enhance the transparency of our public reports (Annual Reports, Program Reviews and Annual Evaluation Reviews) by providing additional information about our performance, governance arrangements and the challenges and complexities involved in doing good development and humanitarian work. We benchmark our reporting against indicators of the Global Reporting Initiative and the NGO Sector Supplement and publish a summary of our reporting against these indicators. We also keep supporters up-to-date through our website, a quarterly supporter magazine (World Vision News) and a monthly e-newsletter (World Vision News Online). World Vision Australia commits to full adherence of the ACFID Code of Conduct, the UN Declaration of the Rights of the Child, the INGO Accountability Charter, the ISO14001 Standard for environmental management and the AS/NZSISO 3100:2009 Risk Management Standards.
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Organisation
Trading Name
World Vision Australia
World Vision Australia ABN 28 004 778 081
Directors
Senior Management
George Savvides (Board Chair)
Rev Tim Costello (CEO)
Shannon Adams (Deputy Chair)
Jenny Ward (Executive Officer)
Rob Goudswaard
Melanie Gow (Chief Strategy Officer and Chief of Staff)
Dr Louise Baur
Stephen Hughes (Chief Financial Officer)
Colin Carter
Rick De Paiva (General Manager, Major Donor & Enterprises)
Bishop John Harrower
David Purnell (General Manager, International Programs Group)
Fiona Pearse
Liz Mackinlay (General Manager, Australia & Pacific Programs)
Barry Pipella
Matt Davis (General Manager, Sales & Marketing)
Michael Prince
Yianni Rigogiannis (General Manager, Information & Communication Technology)
Donna Shepherd
Leigh Cameron (General Manager, Advocacy & Church) Nathan Callaghan (General Manager, People & Culture)
Principal Office
Company Secretary
1 Vision Drive
Seak-King Huang – BA LLB (Hons)
Burwood East, VIC 3151
Legal Advisors
Auditors
World Vision utilises a number of legal firms to advise on specific areas of the business.
Pricewaterhouse Coopers
World Vision is providing hope for street children in Yangon like Phyo through education and life skills opportunities. Photo: Jenny Macintyre/World Vision
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World Vision Australia Prospectus
Partners for change
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World Vision Australia Major Donors and Enterprises Address. 1 Vision Drive, Burwood East VIC 3151 Telephone. 1300 303 401 Email. majorpartnerships@worldvision.com.au Website. partners.worldvision.com.au
Š 2013 World Vision Australia. World Vision Australia ABN 28 004 778 081 is a Christian relief, development and advocacy organisation dedicated to working with children, families and communities to overcome poverty and injustice. Ref # 7015