YEAR ENDED 30 JUNE 2017 Our Vision a World Where Poverty Has Ended and All People Enjoy the Fullness of Life God Intends

ANNUAL REPORT YEAR ENDED 30 JUNE 2017 Our Vision A world where poverty has ended and all people enjoy the fullness of life God intends.

Message from Chair of the Board

In February 2017, Mick Turnbull In this Annual Report, you will learn chose to step down as Board Chair more about the life-changing work Phil Newman of Transform Aid International due of Transform Aid International. CHAIR OF THE BOARD to other commitments. But whether it’s through programs Mick held the role of Chair for which enable communities to five years and has led the Board implement real change (page 30), It’s particularly through a period of significant or advocacy that raises consumer heartening to lead a organisational growth and change. awareness and inspires corporate I’m particularly grateful for Mick’s response to working conditions Board with genuine Our Mission Our Core Values integrity, leadership, and mentoring in the fashion and garment sector gender, age, and throughout his tenure. (page 28), we are only able to act ethnic diversity, • Partner with like-minded agencies As an organisation we are: In our development work Mick was invited to continue because of the generous support of individuals, churches, the overseas to empower communities • Motivated and directed by we are committed to: to contribute his decades of that reflects our Australian Government, and other to lift themselves out of poverty, Christian principles and values; • Holistic development as an experience as a Board Member, at community. challenge injustice and build resilience. my election as Board Chair. groups that partner with us. • Committed to using expression of the Christian gospel; I would like to thank all our • Partner with Christians and churches resources with transparency, • Working for justice, equity In FY2017, we also welcomed Karen generous donors, supporters, in Australia, particularly those from accountability and integrity; and equality; Wilson from Western Australia and the Baptist movement, in generous Tara Reid from New South Wales to intercessors, and advocates — • Committed to excellence and • Working in partnership with giving, ethical consumption, the Board. Their skills, experience, it’s a great privilege to partner quality by being a creative and communities in developing courageous advocacy and faithful and desire to see good governance with you. learning organisation; countries and Australia; prayer in order to achieve justice for underpin our organisation and add We’re especially grateful for the people living in poverty. • Committed to valuing all who • Economic, social and ecological further strength. amazing generosity of a long- work for the organisation. sustainability in all our activities. • Create a professional and enriching It’s particularly heartening to lead standing supporter which, this environment for staff and the Board a Board with genuine gender, age, year, enabled us to clear all as they serve in the name of Jesus. and ethnic diversity, that reflects outstanding debt from the 2013 our community. purchase of our premises in North Ryde, New South Wales. This year we approved the inclusion of the Middle East I want to thank the staff and Contents (specifically Syria, Iraq, Yemen, and volunteers for their continuing Lebanon) as a new, strategically- commitment to excellence in our 3 : Message from Chair of the Board 28 : Be Vocal: Advocacy focussed region of work for mission. 4 : Message from our CEO 30 : International Programs Transform Aid International. Finally, I thank our Lord Jesus 6 : About Transform Aid International 43 : Disaster Management Conflict and the massive Christ for showing us the 8 : FY2017 and Beyond 49 : Thank you to all our Partners displacement of people is creating importance of remembering the poor, the vulnerable, and the 12 : Our People 50 : FY2017 Financial Summary great need that cannot be ignored. oppressed. It is through His grace 14 : Organisational Structure 52 : Independent Auditor’s Report In this volatile region, we believe it’s important to move beyond the and example that we continue to 16 : Meet the Executive 54 : Responsible Persons’ Declaration provision of short-term, emergency encourage everyone to be love and 18 : Our Governance 55 : Financials at a Glance relief into longer-term, sustainable end poverty.

Bangladesh: BUILT Project, BASD. Source: Transform Aid International/Agnes Burrell, 2017. Burrell, Aid International/Agnes Transform Source: BASD. Project, Bangladesh: BUILT 20 : Board Members 56 : Financials programs, implemented by 24 : Community Engagement 72 : Thank you to all our Volunteers experienced local partners. COVER COVER

2 Transform Aid International FY2017 Annual Report 3 Message from our CEO

I am pleased to report that, in a Our influence in the corporate I want to thank our supporters in challenging environment on various sector, particularly in the fashion Baptist churches across Australia fronts, we have achieved another industry, has continued to grow. and in the general community. Thank very effective year, playing our role Almost 90 per cent of the you for your faithful commitment to to tackle the injustice of global companies researched in our 2017 our work. Your support truly does poverty. Ethical Fashion Report participated help people to free themselves Financially, we continue to retain a constructively and continue to from poverty, vulnerability, and strong position. Our Total Revenue collaborate to address the issues marginalisation. More than that, it result for FY2017 was $19.04 million of forced and child labour in their also equips them to spread change and our Net Surplus $0.75 million. supply chains. In FY2017, a new beyond our direct reach as they help In FY2018, we intend to operate in partnership made it possible to others to transform their lives. deficit to keep the momentum of launch the first New Zealand edition I also give thanks for the faithfulness our programs moving forward. of the Ethical Fashion report. It and persistent efforts of our field received extensive national media, partners, collaborators, and alliances Our strategic approach has helped corporate, and community attention. us leverage resources and capacity across the world as we work in many ways, through the building The reach of our advocacy also together in common purpose. of alliances and partnerships. continued to expand in the political And, of course, I am grateful for arena. March 2017 marked the an exceptionally talented team of This year, in addition to our long- second year of Converge, an term transformational development people — staff, volunteers, Executive education and lobbying event in Team, and Board — who commit work, we continued work to assist Canberra. More than forty Baptist refugees from the Syrian conflict themselves wholeheartedly to each leaders met with our Federal other and our common cause. and the incursions of ISIL across the politicians to advocate for stronger Middle East. We’re also responding legislation and funding to address We carry out our work with mutual to what has been labelled the worst gender-based violence in various humility and gratitude to God, who ongoing humanitarian crisis since international and local contexts. guides us and allows us this privilege World War II: the Hunger Crisis in Changes in policy are already being of serving together. It is He who East Africa and Yemen. legislated in these areas. motivates us to continue improving The Church Agencies Network in our mission to tackle the injustice In FY2017, we also achieved the of global poverty. Disaster Operations consortium next generation development of (CAN DO) represents another operating systems and database — fantastic collaboration. In FY2017, and launched a new website — which this consortium of eight Australian is already improving our efficiency denominational agencies was and communications platforms. successful in achieving a place in the Australian Government’s Australian Finally, after a season of intense Humanitarian Partnership (AHP), preparation, we have achieved our which has a strategic focus on five-yearly reaccreditation with the disaster preparedness — particularly Department of Foreign Affairs and in the Pacific. We have been an Trade (DFAT)! The process afforded instrumental part of the formation us the valuable opportunity to of CAN DO and this new partnership assess and continue to improve with the Australian Government our practices. Our successful will enable significant funding over reaccreditation is a tremendous, the next few years, recognising the positive reinforcement of the John Hickey importance of church and faith- quality of our work. We are thankful based institutions in the cultural for our continuing relationship CHIEF EXECUTIVE OFFICER fabric of the Pacific region. with DFAT and their support for our work.

4 Transform Aid International 2016. Burrell, Aid International/Shane Transform Source: ADSE. Project, Development Community Kenya: About Transform Aid International Ltd Group

denominations in Australia. In 58 We seek to help Australian well-placed to facilitate longer term years our organisation has evolved Christians and churches to hear and community development programs from a handful of volunteers to a understand God’s call to do justice in particularly disadvantaged regions. globally recognised and respected and show mercy to the world’s poor. We support our partners through international non-government We are committed to educating organisational development, organisation (NGO). Transform Aid our supporters and mobilising them project design, implementation and International is a signatory to the to live a whole of life response evaluation, encouragement, and Australian Council for International to poverty. We aim to help our prayer. These partnerships enable Development (ACFID) Code of supporters discover that they can do whole communities to identify the Conduct. Transform Aid International far more than they ever imagined, to causes of their poverty and discover is also fully accredited, and bless people living in poverty when ways in which to use their strengths partially funded, by the Australian they hear God’s heart; and respond to build sustainable solutions. Government’s Department of through their financial generosity, We utilise different models of

Uganda: Child Sponsorship Program, SAO Uganda. SAO Uganda: Child Sponsorship Program, 2016. Burrell, Aid International/Shane Transform Source: Foreign Affairs and Trade (DFAT). through joining in advocacy, through community development to address Whilst we represent the Australian ethical consumption, and through the specific contexts and needs Baptist movement in our work, prayer. We primarily undertake of each community. Our range of we seek to influence, partner, and this work through our Australian development platforms include both collaborate with many groups who subsidiary, Baptist World Aid general and specialised development can — and should — have a stake Australia. models, as well as Child Centred in addressing the injustice of global Community Development programs About Transform Aid Mobilising the secular community (CCCD), which focus on enabling poverty. These include: governments; NGOs; civil society; the private to address the injustice of global support and listen to children’s sector; individuals, both secular poverty. voices. In FY2017 we worked with International Ltd Group We are also committed to building 30 partners across 51 general and Christian; and community organisations, such as the Church, healthy relationships outside the community development and CCCD (including Baptist World Aid Australia Ltd) across many denominations. We rely Christian space. We seek to engage programs in 15 countries. on our Baptist heritage, Christian individuals, communities, and media At Transform Aid International, we dream of a world intense media coverage. However, faith, and a mutual commitment to in Australia and the developed Building a platform of resilience, these crises are often only a small justice and fairness as motivators world, to broaden the number of particularly in the face of natural where poverty has ended and all people enjoy part of an ongoing story — the long- for engaging in this mission to end committed influencers we can help and conflict-based disaster. the fullness of life that God intends. As followers of term journey of transformation. poverty. However, our aim is to equip to act against poverty. This is a vital component to long Disaster response is an important engage relationally with all people term sustainable community Advocacy to government on Jesus, our work is motivated by the belief that this is part of our engagement with (from all backgrounds) to whom we development. Transform Aid issues pertaining to its long-term vulnerable communities, but our key can add value; and who, in turn, can International, through its God’s heart for every person on the planet. We are commitment to aid and justice for focus is much broader. Transform add value to the effectiveness and membership of Integral Alliance and the world’s poorest people. committed to transforming the lives of vulnerable Aid International is committed to impact of our shared mission. its leadership role in the international We mobilise church communities engaging its constituencies, both BReaD Network (Baptist Relief and people around the world, holistically and sustainably. We seek to define ourselves as (particularly through our Catalyst in Australia and across the world, Development Network), invests change agents — facilitators in the groups) to engage local politicians to participate in that process of heavily in the training and support of fight against global poverty and on these issues. We also partner Not only do we facilitate a People are cast into poverty transformation, not just in the short- communities to prepare effectively human vulnerability. To play our with Micah Australia and other because of discrimination against term, but faithfully, over a period of for disaster impact. Additionally, path out of extreme poverty, role effectively and maximise our coalitions and agencies on larger- their belief systems and ethnicity, years. Together, with our partners Transform Aid International but we also seek to influence global impact, we are deliberately scale campaigns. responds to disaster after it occurs conflict, embedded corruption, caste and communities in developing strategic, innovative, adaptive, the policies and practices of systems, gender, the environment with initial relief and assists with the countries, we work towards exciting, collaborative, and relational. Core Advocacy to the corporate sector, those whose power impacts in which they live, disability, a lack longer-term recovery, rehabilitation, large-scale transformation out of to this is our commitment to comprising grass roots campaigns on people living in extreme of basic resources, chronic poor and resilience of communities. In poverty. With your support this leveraging our own capacity through and major industry research reports health, education and training, FY2017 we worked with 15 partners poverty. transformation has become a reality partnerships and alliances with (particularly in the fashion and unemployment, limited rights… and across 31 disaster management and for many millions of people across like-minded groups which multiplies electronics industries). the list goes on. However, in these the world! recovery programs in 16 countries. our mutual effectiveness in this We seek to encourage ethical complex scenarios, dramatic positive Transform Aid International (and work. Our approach to development practices in product-sourcing from Finally, we invest in high quality change does occur. Sustainable its primary subsidiary, Baptist integrates several different elements: the developing world. In particular, staff, leadership, volunteers, and transformation is achieved through World Aid Australia) is an affiliated humanitarian programs, advocacy we target the eradication of underlying robust systems to ensure collective, persistent, strategic, and agency of Australian Baptist to government and private sectors, slave labour, and other forms of that we can achieve and sustain best collaborative effort made by many Ministries. Under its umbrella, the building of a grass roots exploitation, which rob workers of practice. parties from both the developed and Australian Baptist Ministries movement of engaged supporters dignity and perpetuate poverty. developing world. We continue to learn and innovate draws together various state and across our church network, and so that we can maintain our place Australia (and much of Western national ministries to represent increasing awareness and action Transform Aid International forms among sector leaders who share our culture) tends to respond best to the Australian Baptist movement, through the provision of education partnerships with local Christian goals to see justice achieved for the disaster, particularly where there is which is one of the largest Christian and resources. organisations overseas, which are world’s poor.

6 Transform Aid International FY2017 Annual Report 7 FY2017 and Beyond

who appreciate their biblical pursue our mission. Therefore, responsibilities and look beyond it is imperative that we invest in their own borders participate in our own strengths and utilise the addressing the injustices which serve strengths of others to leverage our to embed poverty and vulnerability. mutual capacity to do more through Partners. These include the local advocacy, education, humanitarian organisations that we work with programs, and development FY2017 and Beyond in various countries. Through our programs. partners we can work with local The processes which are used in communities in a number of ways: this integrated process of change FY2017 has been a year of further significant development in our mission, encouraging self-sustained longer- are varied: humanitarian and as we continue fulfilling our desire to be effective change agents for the term development; preventative development programs, advocacy, development to reduce disaster discipleship and education, as conditions of poverty and human vulnerability, globally. We represent impact risk in more vulnerable well as partnerships and alliances. the Australian Baptist movement in doing this, but we also see it as our communities; response and However, we believe that they rehabilitation when natural or can, and should, work together responsibility as a Christian agency. Through our work we are following conflict-based disasters occur; and to leverage the greatest positive Jesus’s call to love all people, supporting those who seek to sustainably advocacy to help communities sustained changes to poverty. transform their own lives out of poverty, vulnerability, and marginalisation, address injustice. In the pages that follow you will Individuals and Families. To read various stories of change which regardless of their race, faith, and culture. address poverty, the individuals and have been a result of our efforts to families with whom we work play connect these various groups and a crucial role. By participating in stakeholders at various levels, with Our Strategic Journey comprising individuals in churches, our programs, they work to steer an integrated approach in mind. Our strategic approach has emerged the wider community, and their own path of change out of institutions, who are committed to deliberately over the past few years. dependency into self-sustained Achievement Highlights tackling the injustice of poverty. Rather than addressing the various transformation. Each community FY2017 — Towards our There are many players who we elements of global poverty through has its strengths and opportunities Strategic Goals for FY2018 believe should be vitally engaged in Solomon Islands: Community Development a series of disparate activities, which can be identified and utilised. and Beyond Project, SSEC. Source: Transform Aid we have embraced an integrated the process of taking responsibility Marginalised groups (typically International, 2013. for and participating in, the process At Transform Aid International, approach to change. We emphasise women, children, people living we encourage innovation and this integrated approach utilising of change. These include: with disability, and ethnic or faith leadership. We believe that, although Pacific. Initial funding will support the strengths that we have, and Governments. The governments minorities) are empowered to we’re a not-for-profit organisation the consortium developing a disaster those which can be enhanced of more developed countries, like lead lives with greater dignity in with finite resources, we should still risk reduction and management through various partnerships and Australia, should take proactive, an environment of greater social be bold enough to perceive new platform across the Pacific, one of alliances with like-minded groups in moral, and principled stances on inclusion and respect. trends and opportunities, and to Australia and internationally. In all the most disaster-prone regions policies and financial commitments, Our Own Organisational Capacity: pioneer new ideas and initiatives this, we seek to consider how we of the world, through building the to impact positively on the poorest Transform Aid International and that will achieve greater sustained can facilitate various groups to work capacity of local church partners. and most vulnerable people of less Baptist World Aid Australia. We impact in our mission. Some key together for lasting impact and to Co-leadership of the BReaD John Hickey developed nations. need to continually invest in the examples include: achieve justice for those living in Network (Baptist Relief and Corporate / Private Sector. Those quality of our governance, financial CHIEF EXECUTIVE poverty. Co-leadership in the formation of Development Network) with view entities in Australia, and globally, sustainability, our people, and our OFFICER the new Church Agencies Network to forming a new global Baptist So how do we see integrated which source products and services systems to deliver best practice (CAN) Disaster Operations Group. network to address poverty. change working in the context of the from the developing world, should as we seek to work constructively Eight Australian denominational A breakthrough initiative to form an injustice that embeds poverty across take responsibility for reasonable with these groups, both separately agencies have formed this international collaborative approach the less developed nations of the livelihoods and the welfare of and together. Our strategic mindset consortium to partner with the for development and disaster world? How do we see integrated workers in their supply chains, as should consistently be effective and Australian Department of Foreign response, globally, within the Baptist change working to improve the well as the sustainability of the impactful in addressing poverty and Affairs and Trade (DFAT) in movement. In its third year, this lives of the world’s most vulnerable communities and environment in vulnerability across the world. the Humanitarian Partnership process is now in advanced stages people? which they engage commercially. Other Like-Minded Agencies and Agreement. DFAT has recognised of planning with the executive Through our work, we strategically Churches and People. Members Groups. We respect the limitations the importance of church and faith- leadership of the Baptist World seek to build a movement for change of communities, and particularly in our own financial and professional based communities in civil society Alliance (BWA). Under the BWA in Australia and internationally, Christians, across Australia capacities and scope as we in many countries, particularly in the banner there are more than

8 Transform Aid International FY2017 Annual Report 9 FY2017 and Beyond

100 million Baptist members met with more than 40 politicians These are just some of the notable globally, but with limited resources from various parties to advocate achievements which, we believe, will to collaborate locally and regionally. for improved policies on gender- further enhance our impact in the Final approval of the network is based violence in various contexts, years ahead. slated for 2018. domestically and globally. Through In conclusion, I want to note Launch of the fourth Ethical Converge, we are jointly seeking to the incredible generosity of our Fashion Report… and it’s first build the profile of the Australian supporters. Most of our peers in this overseas launch in New Zealand. Baptist movement with our nation’s field have, again, had a challenging Major improvements continue political leaders, and cement year financially. In an environment to occur in the ethical supply our reputation as Christians who where the overriding public and chain practices of Australian and responsibly seek to advocate for media focus is on security and international companies. Baptist justice. terrorism in many countries, it can World Aid Australia is considered be difficult to press the message Child and Youth Programming the sectoral leader influencing of the wonderful transformational Review — Next Generation. Over this change, reporting on it, and change that can occur when faithful the past six years, the primary engaging with both the corporate people, persistently, stay the course platform for our child-based sector and consumers. Our fourth together. programming has been Child Ethical Fashion Report achieved the Centred Community Development But our supporters continue to step most significant media impact and (CCCD), which is closely linked to up and commit themselves, faithfully. social media engagement thus far. our child sponsorship program. A This even included an unheralded In FY2017, we also partnered with series of review projects have been donation of $2 million — the bulk TearFund New Zealand to release a undertaken, leading to a revamp of which was specified to pay the first-time report, and of our programs impacting existing debt on our office premises dedicated to the New Zealand on children and youth, which will in North Ryde. market. The New Zealand edition effect greater impact in the years had huge engagement, receiving We are truly blessed by this support, ahead. The new strategic approach attention from domestic media but I also want to particularly thank will be called “Child, Youth, and and the public. We are now each and every supporter who Communities for Change”. Across planning international development sacrificially gives to support our eight countries in Africa and Asia, programming which links to supply work. I know that it’s a struggle, but our existing CCCD programming will chain regions. We’re also intending you are still committed to partnering transition to this new approach over to pilot fashion sector corporate with us in this cause of ending the next five years. partnerships that will engage with poverty. Thank you. Each decision this programming, and increase Review of our Community to provide support, in whatever the knowledge of impact for Engagement platform — Improving way, no matter how big or small, corporate staff and leadership. church engagement, education is absolutely precious. And it does Our Advocacy team also made and discipleship, and service make a tremendous difference. a significant contribution to the and efficiency. During FY2017, I also want to thank all our partners Australian Parliamentary Enquiry Transform Aid International and alliance peers across the world into Modern Slavery, which is now undertook a fundamental review of and here in Australia. Of course, moving towards the development the effectiveness of its supporter this includes our gratitude for our of policy and legislation. This will, engagement. This resulted in ongoing accredited relationship hopefully, provide more impetus for the transfer of leadership of with the Australian Government the corporate sector in Australia to this department, and a plan to Department of Foreign Affairs and prioritise transparency and advance restructure all elements of the Trade, which, after a year of intense their ethical practise. community engagement team effort, has recently been renewed for to improve capacity in the years a further five years. Collaborative Advocacy — the ahead. We are committed to being Finally, I want to again thank our Second Converge Event in Canberra. the natural first choice of Baptist staff, volunteers, and Board. Our The second Converge Baptist churches (and individual supporters) team is exceptional, committed, leaders’ advocacy event was held in when it comes to engaging with professional, and faithful. collaboration with A Just Cause and issues of poverty. It is our desire Baptist Care in March 2017. to inform on the Biblical basis for Across three days, pastors and engagement and educate on the JOHN HICKEY leaders from around Australia issues to address. CEO

10 Transform Aid International Program, Refugee Assistance Syrian Lebanon: NZ/Helen Manson, 2017. Tearfund Source: Merath. Eliza Johnson Advocacy Coordinator Eliza joined Transform Aid International in May 2015 as Advocacy Coordinator. Prior to starting with us, Eliza completed a Masters of Human Rights Law and interned in anti-human trafficking roles. “We’ve seen enormous change in government and corporate policy. It’s a huge privilege to be part of that, supporting the Australian Baptist Church in its advocacy against poverty and Nepal: Raptipari CHD Project, INF. Source: Transform Aid International/Agnes Burrell, 2017. Burrell, Aid International/Agnes Transform Source: Nepal: Raptipari INF. CHD Project, exploitation. I love that my work can take me anywhere from the local church to the halls of Parliament. Every day I am grateful to work for an organisation with a vision and mission so aligned to the heart of God.” employees real-time assistance offered. This allows us to access a and feedback from their manager. larger and more diverse candidate Our People Through simple and straightforward pool that includes people who reside annual reviews of employee and further from our headquarters. manager performance, we can It also means extra time (that Leadership and Performance facilitate nuanced employee would, otherwise, have been spent development. Streamlined reporting commuting) is devoted to work Transform Aid International has innovated strategic enables the leadership team to more activities. Our information systems quickly and holistically review staff make it possible for most people to leadership development, performance review process, performance to identify trends and work from home as required, with and flexible working arrangements to further enhance organisation wide opportunities for 25% of our employees having an the performance and capabilities of our people. development and improvement. ongoing approved working-from- These exciting changes enable us home arrangement — including a to understand and value all who small portion working interstate to accommodate family circumstances. Leadership Development The Executive and HR Advisor work for the organisation, propelling In FY2016 we launched Phase Two continue identifying the future excellence and quality, whilst using We continue to think innovatively Bernadette Bryan of our Leadership Development leadership capabilities required resources with integrity. about how we can provide Volunteer, Supporter Engagement Strategy. This phase focusses on for Transform Aid International’s people with the flexibility they leadership development and future ongoing success. This will ensure Flexible Working want, particularly in roles where After starting a family and relocating to the leadership capabilities. targeted development to strengthen Arrangements international travel is required. We United States for a period, Bernadette found our leaders’ capabilities for success Transform Aid International continues have reviewed our travel policies she had been out of the workforce for 10 years. The Leadership Development today and in the future. and procedures and made safe Without current experience, it was difficult to Program will further develop to enhance its positive workplace culture by providing employees changes to enable working parents, find paid work. So, she made the decision to and utilise the Leadership Group with adequate support in place, to volunteer to help give her skills more currency. of Executive, Managers, and Performance Enhancement with the flexibility they want, while Transform Aid International has still ensuring the organisation’s request to travel with their children, Bernadette provides valuable assistance Specialists to drive future success. helping balance their work and Through a closer integration of innovated the way we review business needs are met. We continue answering supporter calls and preparing your performance to better steward to provide the opportunity for our caring responsibilities, regardless of sponsored children’s Annual Progress Reports. Leadership Group meetings and their location. Executive meetings, our leadership human and financial resources people to work flexible hours and/or She is a returning volunteer, first volunteering is working more fluidly on issues of and to fuel performance through work from home. We are very proud of these exciting, in 2014 then, again, in 2017. an individualised, strengths- forward thinking changes and have strategic importance and equipping We see evidence that people view “It’s a really nice work environment and it’s doing focussed approach. The innovated seen them bring satisfaction to the individuals and teams to extend work from home as an extra reward, something good. There are no factions and performance review process gives employees involved. their capacity and impact. and put in extra effort when it’s everyone is working towards a common goal, which is nice. It’s a unique workplace I think.”

12 Transform Aid International FY2017 Annual Report 13 Organisational Structure Organisational Structure

OUR BOARD

Chief Executive Officer John Hickey

Director of Finance and Director of Director of Community Engagement Operations International Programs Gabriel Lacoba Peter Leau Anthony Sell

Finance International Programs Marketing State Representatives Manager, Daniel Tan (Private Funding) Manager, Greg Wood Manager, Cameron The Finance Team manages Manager, Daniel Norris This team is responsible Eccleston all financial and accounting Manager, Daniel Skehan for the marketing of State Representatives systems within our Responsible for the Baptist World Aid via all engage with Baptist organisation. This includes: implementation of our communications channels. Church pastors and relationships with banks, International Programs Including: campaigns, congregations, as well as auditors, and foreign currency Strategic Framework where appeals, magazines and other community groups exchanges for the provision our programs are funded by publications; as well as all across Australia, educating of funds to our partners private supporters, churches, digital channels such as and inspiring supporters to overseas. foundations and other non- website and social media. be love. institutional donors. HR & Organisational Strategic Relations Advocacy Team Development International Programs Manager, Annette Manager, Gershon HR Advisor (Job Share), (Grants) Pereira Nimbalker Executives, Managers, and Team Leads. Behind (from left to right): John Hickey, Dan Skehan, Anthony Sell, Jasmin Mawson, Daniel Tan, Steve Hamlin, Gershon Nimbalker, Stephanie Dobbin, Nicole Thomson, Mark Purser, Rose Young, Jessica Barry. Lana Kularajah and Miriam Manager, Steve Hamlin Strategic Relations is The Advocacy team In front (from left to right): Amelia Barker, Peter Leau, Gabriel Lacoba, Jane Alfred, Annette Pereira, Greg Wood, Sherwin Responsible for the responsible for defining, mobilises Australian Cameron Eccleston This team provides implementation of our understanding and supporters and Catalyst advice and support in International Programs engaging with significant groups to “defend HR management and Strategic Framework where supporter segments such the rights of the poor organisational development our partnerships and projects as major donors, large and needy” (Pr 31:9) strategy, as well as overseeing are funded by grants. churches, corporations, through giving, advocacy, our Volunteer Program. trusts, foundations, ethical consumption, Specialists wills and bequests. Also and prayer. They produce Information Systems Disaster Management, manages relationships research reports about Manager, Jane Alfred Dan Skehan with women's ministry social justice issues in the The Information Systems Child & Youth and supporter travel fashion and electronics Team manages organisational Programming, Jackie experiences. industries. The team also information infrastructure and works with coalitions such Robertson (Consultant) Supporter Engagement systems, and is responsible and Mel Harwin as Micah Challenge and for important data analysis. Manager, Mel Hatton Stop the Traffik. Partner Organisational This team provides Governance & Compliance Development, Lana high-quality services to Specialist, Lyndelle Taylor Hanley supporters, including (Solicitor and Chartered donation processing, mail, Program Performance, Secretary) database management, Mukunda Adhikari Assists the Director of and child partnership Finance and Operations in his Programs Accountant, support. Our Tele-servicing role as Company Secretary, Peggy Harianto team also contacts ensuring the quality and supporters for campaign continuous improvement of and product engagement, governance, compliance, and and pastoral care. policy development systems and standards. State Representatives (from left to right): John Lewis, Mark Purser, Cameron Eccleston, and Brent van Mourik.

14 Transform Aid International FY2017 Annual Report 15 Meet the Executive

The Executive Team manages and directs Gordon with his son, Joshua, at the summit of Mount Kilimanjaro. the organisation and Baptist World Aid Australia works closely with Supporter and Child Sponsor: the Board. Gordon Hayward

Gordon’s relationship with Baptist World Aid Australia began in the early 1980s when he and his wife, Colleen, sponsored two girls from Bangladesh. For many years, Gordon’s parents John Hickey operates Charlton Christian College Anthony has post-graduate training Gabriel Lacoba had sponsored a child themselves, so, when he Chief Executive Officer in the Hunter region of NSW. in Humanities. Director of Community and Collen started their own family, they were eager to carry on the tradition. John joined our organisation in John and his family have been based “I feel honoured to lead a team Engagement July 2010, after more than 20 years in the western Lake Macquarie area of highly trained professionals Gabriel joined our organisation in “We chose girls,” explains Gordon, “because in leadership roles including CEO for more than 15 years. He has been committed to seeing quality May 2017 having spent the previous girls don’t get as many opportunities as boys of Newcastle Permanent Building active in church council leadership community development three years as the Executive Pastor in developing countries.” Society and General Manager and treasurer roles in local churches, implemented through our local of an inner west church in Sydney. Ever since, Gordon has been a faithful supporter and Executive Board member of and remains committed to partners.” Gabriel has extensive experience of Baptist World Aid. A member of Gloucester ING Bank Australia. John has a participating in Baptist Church life, working in the not-for-profit sector. District Baptist Church, he was part of the team Bachelor of Arts (Honours) with health and local community. Peter Leau He has worked at various levels that hosted our Pedal Against Poverty cyclists majors in political science and law, “As I seek to listen to and obey Director of Finance and of management (and practice) when they passed through the area in October and postgraduate qualifications in God’s call on my life, I am constantly Operations in fundraising, marketing, and 2016, raising money for our work. financial services and international inspired and encouraged by the Peter was appointed as Director of communications, for charities such Only a month earlier, Gordon, himself, was the business leadership. He is also a progress we are making to end Finance and Operations in January as the Cancer Council NSW, the fundraiser. In celebration of his 65th birthday, Member of the Australian Institute poverty. But there is much more to 2009 after more than 25 years of National Breast Cancer Foundation, he and his son joined a team of adventurers of Company Directors (MAICD). do and I’m passionate about this business and financial management Anglicare, and Frontier Services. who climbed Mount Kilimanjaro to raise money John specialises in organisational challenge.” experience in corporate and not-for- Very early in his career he for some of our development projects in Africa. leadership and the development profit sectors. established a retail business for a “It was a great experience,” says Gordon. and implementation of vision and Anthony Sell Peter holds a Master of Business local church, which is still operating “Never been more tired in my life — but what strategy. As part of his role as Director of International Programs Administration, a Master of today. a great thing! Plus, the added advantage of CEO, John serves on the Board of Anthony joined our organisation as Marketing, and a Master of Strategic helping other people.” Integral Alliance (also as Executive “As someone who has experience a Programs Coordinator in January Organisational Development. Committee member); on the working on a pastoral team in a And, in the end, that’s why he and Colleen have 2009 and was appointed Director of Peter is a Fellow of the Institute of National Council of Australian church, as well as in parachurch and been so passionate about supporting the work International Programs in 2010. Public Accountants, a Fellow of the Baptist Ministries; is Co-Chair of the denominational structures, I believe of Baptist World Aid all these years. Australian Institute of Management, BReaD Network (Baptist Relief and For ten years he worked as the I have the ability to be sensitive to a Certified Professional of the “Works don’t save us. It’s believing in what Development Network); is a member Founding Director and CEO the unique dynamics of partnering Australian Human Resources Jesus did for us that puts us in a right of the Baptist World Alliance of a church-based community with churches, as well as individual Institute, and a member of the relationship with God,” says Gordon. “BUT… Commission on Social and Economic ministry. He has also served in a supporters. It is my hope that these Fundraising Institute of Australia. Jesus gave us an example to follow. He spent Justice; and sits on the Baptist senior position in a local Baptist partnerships will continue to flourish, so much of His time helping people who were World Alliance Aid Committee. Church with a focus on mission. Peter and his wife attend Central as they are one of the key means less fortunate. Our own salvation should lead He has worked in overseas project Baptist Church in Sydney. for fulfilling our vision of a world to helping others and fulfilling the example John was formerly Director (and, where poverty has ended and all development and management “I am passionate about making a of Jesus.” before that, Chair) of Christian people enjoy the fullness of life since 2004. difference in the lives of children Education Foundation Ltd, which God intends.” living in poverty.”

16 Transform Aid International FY2017 Annual Report 17 Our Governance Lebanon: Syrian Refugee Assistance Program, Merath. Source: Tearfund NZ/Helen Manson, 2017. The Board of Transform Aid International is responsible for the governance of the organisation. Board Members serve for a standard period of six years. New Board Board Executive Committee • Board performance and Board • assessing the performance, quality, The Board Executive Committee is Member/Intern recruitment; and and outcomes of international Members are selected based on their skills, with consent comprised of the Board Chair and • executive recruitment including development programs; for board appointments received from Australian Baptist Chairs from each Board Committee. reviewing the CEO’s performance, • developing and implementing It is responsible for Board Executive remuneration, employment programs strategy; Ministries as Transform Aid International acts on its matters including: conditions, and professional • reviewing resource utilisation; and • acting as a first level of review and development. behalf. Service on the Board is voluntary. • identifying and managing risk. feedback for key issues and new ideas; Finance and Risk Committee Our Board The Finance and Risk Committee Stakeholder Engagement • ensuring all relevant key issues Committee Our Board establishes the and content arising from Board (FRC) is responsible for financial strategic direction for Transform matters including: The Stakeholder Engagement Committee meetings are discussed Committee (SEC) is responsible for Aid International and reviews the comprehensively prior to Board • monitoring the financial stability, performance of the organisation marketing, communications, and Meetings; viability, and health of the advocacy matters including: against set targets. The Board organisation; approves the annual budget and is • setting the Agenda to ensure all • developing and implementing also responsible for appraising the key issues are considered by the • monitoring the overall risk of the marketing, communications, and performance of the Chief Executive Board; and organisation (with each other advocacy strategies including Officer. • ensuring good Board meeting Board Committee also assessing branding, donor and stakeholder risk in its own context); Board Members sit on Board practice, including monitoring relationships, and public relations; Committees according to their skill actions arising from Board • assessing and reviewing financial • ensuring the organisation’s legal sets and the Committees report to Meetings. reporting, budgeting, and financial and regulatory compliance in and provide recommendations to risk management; these areas; and the Board. This assists the Board to Nominations and Governance • ensuring that a system of internal Committee • monitoring the organisation’s discharge its duties efficiently, with financial control is in place; and performance in these areas The Nominations and Governance each Committee specialising in key • reviewing delegated authority including identifying industry Committee (NGC) is responsible for areas but with the Board retaining approval levels for the Executive trends and strategies. governance and human resource the responsibility to make decisions and relevant Board Committees. collectively. matters including: Annual General Meeting • developing and reviewing policy Programs Performance The Annual General Meeting was and governance systems and Committee held on Wednesday 26th October processes; The Programs Performance 2016. • ensuring regulatory compliance; Committee (PPC) is responsible for programs matters including:

18 Transform Aid International FY2017 Annual Report 19 Board Members Board Members development agencies from Mick joined the Board in May 2011. Julie joined the Board in November North America, Europe, Asia, and He has over 37 years of business 2015. She is the founder and Director Australasia that collaborates in and management experience. For 18 of The Marketing Box and has a the area of international disaster years, until the end of 2015, Mick was corporate marketing and business management; Regional CEO (Australasia and North consulting background. Julie also • Co-Chair of the BReaD Network Asia) of Agility Logistics — a global serves as Deputy Chair of the Board (Baptist Relief and Development top 10 logistics company. Mick now of Baptist Care South Australia. Network) — an international spends his time as a Board Member She is a Member of the Australian collective of agencies and and Director of a number of private Institute of Company Directors. conventions that combine their companies involved in industries resources to address poverty including Transport and Logistics, Brad Entwistle and disaster relief for the Baptist Agriculture, and Technology. He also Member of Marketing and movement globally; serves as Chair of CBM Australia; is a Communications Committee. Member of the Governing Council of MAICD. • Committee Member of the Baptist Baptist Union, Victoria; and is Chair World Alliance aid arm, BWAid; of their Audit and Risk Committee. Brad joined the Board in 2008. • Member of the Baptist World Mick was previously a Director and He is the founder and Managing Alliance Social and Economic Vice Chair of Business for Millennium Director of imageseven, a marketing Justice Commission; and Development from 2010 to 2015 and communications firm. Brad’s Chair of Eastern College Australia professional expertise includes • Member of the CEOs Group of (formerly known as Tabor Victoria) brand and marketing strategy, the Church Agencies Network from 2009 to 2014. Mick is a reputation management, and — a collaborative framework for Board members (from left to right): Tabitha Mathew, Heidi Tak, Allan Demond, Phil Newman, Julie Lawrie, John Hickey, Tara Reid, Member of the Australian Institute of marketing governance. He also Australia’s denominational aid and Karen Wilson. Absent: Brad Entwistle, Nisha Graeme, Ann Herbert, Simon Lynch, Paul Oates, Mick Turnbull. Company Directors and a Fellow of serves as a Member of the Baptist development agencies. Australian Institute of Management. Union of Western Australia Council. Phil Newman Institute of Company Directors. In General Manager and Executive Mick and his wife Annette worship at Brad is a Member of the Australian Paul Oates Graphic Design Association; Public Chair of the Board; Chair of the 2017, Phil became the Executive Board Member of ING Bank Syndal Baptist Church, Melbourne. Chair of Finance and Risk Relations Institute of Australia; and Board Executive Committee; Chair Director of Greenlane Christian Australia. John has a degree in Committee. Chamber of Commerce and Industry, of Nominations and Governance Fellowship based in Auckland, New Political Science (Hons) focusing Simon Lynch Western Australia. He is a Member of Committee; Member of Programs Zealand. Phil was Vice Chair of our on International Relations and B. Commerce, (UWA) Chartered Chair of Programs Performance the Australian Institute of Company Performance Committee; Member Board for 2 years and as of February has postgraduate qualifications in Accountant. Committee. 2017, was appointed our Board Chair. Financial Services and International Directors. of Finance and Risk Committee; Paul originally joined the Board in B. Economics. Member of Marketing and Business Leadership. May 2009. In May 2014 he resigned Simon joined the Board in May Communications Committee. John Hickey to work in India. Upon his return to Allan Demond John specialises in organisational 2009. In addition to his corporate Australia he was re-appointed as a B.A. (Hons); M.Div. (Hons); Th.M.; B.A. (Social Anthropology & Member of Board Executive leadership and the development experience, he has over 20 years Board Member in November 2015. Ph.D. in Education and Homiletics. International Development); Dip. Committee; Member of Nominations and implementation of vision and of experience in the aid and Paul has over 25 years of accounting Allan joined the Board in 2016. He Financial Planning; Certified and Governance Committee; strategy. He is a Member of the development sector, during which and finance experience spanning is the Senior Pastor of NewHope Financial Planner (CFP); MAICD. Member of Programs Performance Australian Institute of Company time he has helped establish and audit, corporate finance with Baptist Church in Victoria where Phil joined the Board in 2009. He Committee; Member of Finance Directors, and also serves on support numerous organisations, Deloitte, and business management he has served since 1995; and the has over 20 years of experience in and Risk Committee; Member of a number of Boards. John’s with a particular focus on in the independent school sector. Executive Director of NewHope the financial services sector and Marketing and Communications governance and strategic leadership Board strengthening and senior Paul is currently the Director of Community Care Inc. Allan has recently returned from seven years Committee. roles in Australia and internationally management. Business and Operations at The based in South East Asia, where he B.A. (Hons); Grad. Dip. Financial include: served on various Boards in Canada Scots College. and Australia. He is currently a worked with civil society and the Services; MAICD. • Board Member of Baptist World Julie Lawrie member of the Union Council of the private sector to promote integrity, John joined Transform Aid Aid Australia Ltd.; Mick Turnbull Vice Chair of the Board; Chair of Baptist Union of Victoria, a member transparency and accountability. International as CEO and Board • Member of the National Council of Marketing and Communications of the Willow Creek Association Phil was the CEO of Transparency Member in July 2010, after more Member of Board Executive Australian Baptist Ministries; Committee. Australia Board, and an adjunct International Australia, an than 20 years in leadership Committee; Member of B. Business Management lecturer at Whitley College in Accredited Member of Transparency roles working in Australia and • Board Member and Executive Nominations and Governance (Marketing); Assoc. Dip. in Business Victoria. International, the leading global NGO internationally. His roles have Committee Member of Integral Committee; Member of Finance and (Human Resource Management / focussed on fighting corruption. included CEO of Newcastle Alliance — a global alliance of Risk Committee. Industrial Relations); MAICD. He is a Member of the Australian Permanent Building Society, and 23 leading Christian relief and Cert. Business (RMIT); Grad. Dip. Management (USQ); MAICD, FIML.

20 Transform Aid International FY2017 Annual Report 21 Board Members

Board Members serve for a standard period of six years.

Heidi Tak has raised funds of almost $1 million Communities, Sport and Recreation Member of Finance and Risk toward the work of Transform Aid Division of Tasmania’s Department Committee. International. of Premier and Cabinet. Ann is a Graduate Member of the Australian B. Commerce; CA; MAICD. Tara Reid Institute of Company Directors. Heidi joined the Board in November 2016. She is an accounting (Prospective) Member of Nisha Graeme professional with over 15 years of Nominations and Governance hands-on experience in the not- Committee. Specialist Advisor to the Board. for-profit industry. She is currently B. Business (Accounting); Grad. B. Information Technology; the Associate Director of Finance Dip. Applied Finance; Cert. IV Grad. Dip. Applied Finance and and Administration at the Baptist Training and Assessment; MAICD. Investment; Grad. Dip. Psychology; Churches of NSW and ACT where Tara was provisionally appointed GAICD. she supports over 300 churches to the Board in May 2017, subject Nisha became a Specialist Advisor in to meet complex compliance to future approval from Australian 2016 after having served as a Board requirements and adhere to not-for- Baptist Ministries. She is a business intern from 2012 to 2013. Nisha has profit specific rules and legislation. consultant with over 20 years over 15 years of experience in risk Previously, Heidi was a Member of business and management management and governance across of the not-for-profit specialist experience, including her own a range of industries including NZ, 2015. Tearfund Source: Nasi Tuan. Recovery, Pam Cyclone Vanuatu: group at Deloitte for over 7 years, internet start-up business (which financial services, technology, and providing audit, financial advisory, she sold in 2015) and as a Partner in not-for-profits. Nisha is currently the and other services to not-for-profit Corporate Finance at Deloitte. She Chief Risk Officer at the University organisations. Heidi is a Member of is heavily involved in the community of Sydney. Nisha also serves as an the Australian Institute of Company sector, most notably serving on the Advisory Board Member for Habitat Directors. board of Concern Australia, and for Humanity Australia. Previously, as a teacher and mentor of human Nisha was the Chief Risk Officer Karen Wilson trafficking survivors at the Freedom at The Salvation Army, Australia Member of Marketing and Hub Survivor School. She is also a Eastern Territory and, in that Communications Committee. Member of the Australian Institute of capacity, was a Director on several Company Directors. affiliated Boards. Nisha is a Graduate Dip. Teaching. Member of the Australian Institute of Karen joined the Board in November Ann Herbert Company Directors. 2016. She has extensive experience in Christian leadership. She is the Specialist Advisor to the Board. Tabitha Mathew Deputy Chair of the Board of Willow B.A. (Hons Sociology); Grad. Cert. Creek Association Australia and has Public Sector Leadership; GAICD. Board Intern. worked in leadership development Ann became a Specialist Advisor on B.A .(Media & Communications). throughout Southeast Asia. She Governance in February 2014. From Tabitha is the Head of Community has been a Co-Senior Pastor of a 2008 to 2013 she served as Member Engagement at PR and content significant church in Perth and most of our Board. She was the Board’s marketing agency Keep Left. Her recently was an Executive Minister Vice-Chair from 2010 to 2013, specialties include communications at Riverview Church in Western and Chair of the HR-Governance strategy and messaging, crisis Australia. For the past ten years she Committee from 2008 to 2013. Ann management, digital communication, has been the Executive Director of has over 20 years of experience and public relations. She also serves FRESH — a conference empowering in social policy and public sector as a Board Director for body image women to make a difference in their management. She is currently charity, the Pretty Foundation. local and global community — which the Manager of Policy in the

22 Transform Aid International In recent years, we have been The story framework also gives us looking for new ways to work with an opportunity to provide quality Australian Baptist churches to reporting which is also distinctive. achieve our mission. Technology Using field reports to provide new has developed rapidly since our information for supporters, we share earliest days and travel has become incredible stories about how the more accessible. Many churches are project is working for sponsored finding themselves connected to children, as well as other children in other Christians overseas in a myriad the community. of ways. Over the years, Transform Our improved communications Aid International has developed will be most obvious in our great skills and insights on how to Annual Progress Report for child best facilitate change for the world’s sponsors, with plans to expand poorest people. We are always communications with prayer and looking for new ways to offer those email updates, and telling stories of skills and insights, to help churches community transformation from the be as effective as possible in their viewpoint of the child. overseas ministries. Baptist women’s leaders have been In FY2017, we piloted a new type champions of child sponsorship of church partnership to promote through their continuing partnership greater connection between with our organisation. In FY2017, churches in Australia and the more than 70 children were Cambodia: Community Development Project, FH Cambodia. Project, Development Cambodia: Community 2017. Aid International, Transform Source: Christian partners they support sponsored through the Together to carry out transformational Conference in Darwin, She Is… community development work conferences in Queensland, and overseas. All three stakeholders Fresh in Western Australia. We are (Transform Aid International, the grateful for their passionate desire to church, and our Christian partners end poverty for women and children in the field) work together to enable around the world! Community Engagement change, with each partner offering different strengths. Our hope is Connecting our State that this pilot will help us innovate As someone who joined Transform Aid International in the closing stages of Representatives with exciting new ways to carry forward Churches FY2017, I have been immediately impressed by the commitment and positive our mission in partnership with churches. FY2017 also saw a new role created spirit of those in the Community Engagement team. There is a palpable desire in the Community Engagement team. The part of the Relationship to make meaningful connections to our community of supporters and key Child Sponsorship Officer (RO) is two-fold: ROs partners in order to promote and sustain the vital work of ending poverty. We know our strengths lie in our provide telephone support for our partnerships: our Christian partners campaigns, while also providing working in the field delivering child- vital administration support for I’d like to highlight several key areas focussed development; the children our State Representatives, who are from the past year as they relate to themselves, who are representatives our frontline into Baptist Churches. our partnerships. of their communities; and our many ROs support our connection into loyal sponsors and Baptist churches churches by organising meetings Linking Churches with our who support our work through for our State Representatives and Development Partners sponsorship. helping them with the important Our organisation began over In recognition of the importance task of scheduling their time. 50 years ago at the initiative of of these partnerships, our new We’ve already experienced the churches who were moved to communications framework now benefits of having such a dedicated respond to global poverty. Today, invites people to “be part of an team. Our State Representatives we have matured to be a strong incredible story”. However, the have been able to use their time and vibrant organisation that invitation to be part of an incredible more effectively, as well as connect carefully and strategically partners story is about more than simple with many busy Pastors — some of Gabriel Lacoba with Christians, both in Australia storytelling. Rather, we invite people whom they’d previously struggled Director of Community and overseas. We seek to have the Engagement to be active partners in the whole to visit due to scheduling difficulties. best possible impact in addressing story of the child, to be witnesses poverty and injustice so that people to the children as they actively We’re very grateful for the persistent can experience the fullness of life transform their communities. and prayerful way in which our ROs that God intends. conduct their work!

24 Transform Aid International FY2017 Annual Report 25 Community Engagement Community Engagement

Cameron Eccleston Greg Wood Annette Pereira Mel Hatton State Representatives Manager Marketing Manager Strategic Relations Manager Supporter Engagement Manager

Church Relations Fundraising, Marketing Strategic Relations Supporter Engagement FY2017 saw 17 pastors and & Communications At the heart of Transform Aid In February 2017, I travelled to Nepal supporters join us in the field on We share the stories of those International are those we partner to visit some of the partners funded two supporter trips — to Cambodia we serve, stories of need and of with, who join us in addressing by Transform Aid International. and Nepal. Supporter trips are a transformation. A key innovation in poverty and injustice around the It was amazing to see how the Wodonga Baptist unique way to experience the work FY2017 has been a hub for these world. funds, so generously donated by Church, VIC of our organisation, as well as being stories — our new website. In FY2017, the Strategic Relations our supporters, are being used to an exciting way to witness the transform lives. I was so encouraged Wodonga Baptist Church operates The website acts as an introduction team has been working to community transformation church to meet people who have been with a global perspective and to our work, a portal for child strengthen some of the key partnerships help bring about. sponsors, and a resource for leaders. partnerships we have with Australian directly impacted by this work and is committed to using their The participants on the trips in And with its redevelopment, it has Christians, while seeking to generate hear their stories. resources to bless the poor and FY2017 represented six partnership also become more cost effective and new partnerships too. This trip was my first to the field marginalised. For many years churches. flexible, because its management For example, in November 2016, in my time here, and an unusual now, they’ve had a particular FY2017 also brought with it some can be handled in-house. An Baptist Financial Services and privilege for me, but every day heart for communities in significant changes to our State example of this is the Ethical Baptist Insurance Services joined I have the privilege of leading our Cambodia. Recently, Wodonga Representative team. Fashion Fast Finder we created in us in supporting the second Pedal Community Engagement team April, which allows shoppers to use and connecting with our generous Baptist Church decided to In August 2016, our SA/NT State Against Poverty Coast2Coast. The their phones to check how brands Australian supporters. deepen their engagement with Representative, Robin Carter, event saw 20 cyclists from around announced his desire to move back rate according to our latest ethical the country ride from the Gold Coast We are always looking for our organisation through a into pastoral ministry after ten years research before making a purchase. to Sydney, supported by hundreds of opportunities to improve our partnership to protect Cambodian of service. Sharing stories also requires friends and relatives. Together they systems and practices, to make the communities from human We also bid farewell to Andy Coller personal connection. In February raised over $100,000 for vulnerable supporter’s experience as smooth traffickers. A child sponsorship after 11 years of service. His integrity 2017, two team members visited children overseas. as possible. focus, and their Annual Christmas and diligence in the role lasted until communities in Bangladesh and In FY2017, our team was also FY2017 saw the introduction offering also contribute to the end, advising us of his pending Nepal. They captured incredibly responsible for leading the new of a new system for processing moving stories and our team can’t transformation for Cambodian retirement six months in advance church partnership pilot to promote donations and an upgrade to our wait to share them! Then, in April, communities. We are grateful for and helping to recruit and train his greater connection between CRM database. These system replacement, Brent Van Mourik, prior I met with my global colleagues Australian Baptist churches and changes have provided new their generous support! to leaving. from Integral Alliance. Beyond our Christian partners overseas. functionality, including the ability growing our scope to respond to We also continued to facilitate to email receipts, reminder notices, While we welcome Brent to the disasters around the world, Integral team, we want to express our thanks our partnership with women’s and Annual Tax Summaries to our Alliance presents the opportunity to conferences around the country, supporters. In FY2018 we will be to both Andy and Robin, and honour collaborate with an amazing group their faithful service. hosting a Women in Leadership trip implementing further improvements of individuals, diverse in experience to Cambodia in March 2017. to our donation processing systems, but unified in mission. Through the generosity of including the possibility of new As we connect with global experts, philanthropists, we have been payment options. Continued Christian partners, and those we able to initiate some exciting new improvements to our systems seek to serve, we improve our ability projects with partners overseas, to help us to reduce administration to tell stories that inform, change bring about change for some of the expenses and provide new and hearts, and inspire Australians to world’s poorest people. improved services to our supporters. tackle the injustice of global poverty.

26 Transform Aid International FY2017 Annual Report 27 has the potential to be one of the on four TV stations, and was strongest actions Australia can take syndicated across 247 media stories to liberate those who have been in radio, web, and print. enslaved. 50% of companies surveyed improved the quality of their labour Catalyst rights systems with some former Our grassroots advocacy program, laggards showing significant Catalyst, has seen churches around improvement — particularly in the country continue to build transparency. Among them were relationships in their communities Oroton, Brand Collective, Seed, and and with their members of General Pants. parliament. These advocates have Excitingly, for the first time ever, we campaigned on justice issues, run worked with a partner, Tearfund NZ, community awareness events, to launch the report in New Zealand. and spoken out in their churches about God’s heart for the poor and The report, and corresponding NZ oppressed. Ethical Fashion Guide, received enormous public interest, and In FY2017, Catalyst groups have saw several New Zealand-based campaigned for Australia to give its companies seeking to work with fair share in aid. They’ve spoken out us and TearFund NZ to better about slavery, and run community Nepal: Raptipari CHD Project, INF. Source: Transform Aid International/Agnes Burrell, 2017. Burrell, Aid International/Agnes Transform Source: Nepal: Raptipari INF. CHD Project, understand how they can uphold the awareness events about the need to rights of workers. purchase ethically. The report has cemented its More than 40 groups around the reputation as a piece of world- country hosted screenings of leading research and has helped “The True-Cost”, a documentary us to speak directly into political that reveals the hidden human processes, large multi-stakeholder and environmental costs of our Be Vocal: Advocacy initiatives (like the United Nations fashion industry, challenging their Global Compact), and directly communities to think more about to Australia’s largest financiers, It’s been another year of expansion and impact for legislation that ensures companies how to purchase ethically. are making efforts to address the businesses, and investor groups our advocacy efforts. As always, we are grateful to our risk of slavery and exploitation in Catalyst groups have also helped — including the National Australia supporters for their active involvement in this work — their supply chains. Local churches distribute thousands of postcards Bank, the Business Council of across the country have met with calling on companies that aren’t Australia, and Citibank. our voices are stronger together! their MPs, to talk about how a robust transparent about how they are law could help address the issue. addressing exploitation to change Converge their practice. In addition to the efforts of our For the second time, we collaborated A Law to Fight Slavery To date, every fashion company with organisations A Just Cause This year we’ve worked with grassroots activists, our organisation made a submission into the that has been campaigned has and Baptist Care Australia to run a others to campaign for a law to responded by taking steps to lobbying conference in Canberra for fight slavery, and the good news parliamentary inquiry into Modern Slavery. Our Advocacy Manager improve — with the boutique the leaders of the Australian Baptist is that such a law is now on the fashion brand SEED being the most Movement. parliamentary agenda! provided evidence to the Joint Standing Committee on Foreign recent. After a year-long postcard The conference helped deepen our There are more than 21 million Affairs and Trade and was also campaign, they decided to improve federal parliamentarians’ awareness people in slavery throughout the consulted by the Labour opposition their transparency and strengthen of the Australian Baptist movement, world. Most live in the Asia Pacific to help formulate its policy position. their labour practices. and its desire to see Australia reflect region, more than two thirds of Both sides of politics have expressed God’s heart for justice. whom are being exploited in the Ethical Fashion Report positivity about introducing a law to It also provided a pivotal opportunity private economy. Many of them Our 2017 Ethical Fashion Report has address slavery in corporate supply for the leaders of the Australian Gershon Nimbalker are making products that too often been our largest and most successful chains, with the Labour party having Baptist movement to spend time Advocacy Manager wind up in the homes of Australian report to date. consumers. already outlined a policy framework together and reflect on how they that it would take to an election. The report graded 106 companies can, collectively, strengthen the Through our “Check the Chain” on the strength of their systems to If a robust piece of legislation is ability of churches to do justice campaign, Australian Baptist address slavery, exploitation, and introduced, it will help consumers together. Churches have been calling for child labour. On launch, it featured hold companies to account and

28 Transform Aid International esponse an er R d Re ast co is unity Develope ve D m me ry s om n d C t P o city Build r o pa in o h a g t li C e e c v t i A io L t d n

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r n g o a i t n a i s International Programs For Transform Aid International In FY2017, Transform Aid International implemented its international program through 39 local and international partners overseas in 25 countries. The total investment into projects was $11.69 million. Through 82 projects Transform Aid International is providing long-term change in the lives of children, families, and communities in some of the poorest nations.

This includes 31 Disaster Management projects which provided life- saving assistance to 48,810 people, 38 Community Development projects which benefited 174,236 people, and 13 Child Centred Community Development (CCCD) projects which impacted 100,618 children! These efforts aim to build long-term sustainable solutions which are developed at the community level, to address the complex and multifaceted dimensions of poverty.

Our International Program Our vision is for a world where poverty has ended and all people enjoy the fullness of life God intends. We strive to achieve this vision through a diverse range of approaches, mobilising long-term community transformation through village savings and loans associations, cooperatives, farmer groups, and people institutions. We continue to invest in sector-specific programs such as CCCD, which focusses on Anthony Sell the four pillars of the convention of the rights of children: survival, Director of International development, participation, and protection. Disaster management, Programs another sector specific focus, encompasses emergency relief, disaster recovery, and disaster risk reduction projects. Through all of our work, we seek to see impact in six development outcome areas that include health, learning, livelihoods, protection, resilience, and leadership.

30 Transform Aid International 2017. Burrell, Aid International/Agnes Transform Source: BASD. Project, Bangladesh: BUILT International Programs

Project: Child Friendly Community

Our approach to partnership Development Project, Bangladesh Transform Aid International continues to be committed to investing Partner: Baptist Aid in projects implemented by local Christian partners and building local organisations that offer greater sustainability to the change we hope to Project year: This is the 6th year of a nine-year project. achieve in each country we focus on. These organisations are not only the future change agents in their countries, but they are also the entities best positioned, today, to address the consistent challenges that arise in regions where poverty and injustice are prevalent. Transform Aid International seeks to leverage their intimate knowledge of local context, language, and Overall Project Goals FY2017 impact: culture. We have the opportunity to support projects that encourage the This project focusses on School attendance increased participation of the most vulnerable which are more likely to be sustained; ensuring a child-friendly society to 97%, 68% of all births were and, ultimately, have a greater impact on people living in poverty. in remote Bangladesh. It delivered with adequate Transform Aid International is committed to listening to and learning from addresses education, health care, care, and 95% of the project partners about their experiences partnering with our organisation. We protection from violence, the population now has access to continue to invest intentionally in partnership effectiveness, through the role right to participate as citizens, safe drinking water. As a direct of the Partner Organisational Development officer in our programs team. The and livelihoods in 63 target result of the project, 41% of the position focusses on partnerships and the organisational development of our communities. community earned extra income local Christian partners. It is a role that includes research and assessment this year. 85% of parents are now Over 9 years, the project aims of Transform Aid International’s partnership approach and, also, the allowing their children’s views to to see: development of a Partnership Framework to enhance our assessment system influence their decision making. for partnership effectiveness. • 100% of children enrolled in In FY2017, Transform Aid Our partner In FY2017, Transform Aid International continued to invest in learning forums school at least to grade 5, with International supported Baptist for our partners. These forums offer the unique opportunity for our partners genuine participation in school organisations are not Aid in strategic planning work — to learn from regional sector specialists, as well as from each other. In the life. only the future change reporting period, we conducted three regional learning forums, including our including better networking with biennial international Learning Forum which was held in November 2016. • Better health through the local government and the agents in their countries, improved health knowledge, development of various policies. Representatives from our partners travelled from the Philippines, Bangladesh, access to safe water and but they are also the Nepal, Sri Lanka, Zambia, Kenya, Malawi, and Uganda to participate in the These steps are an important sanitation, safer birthing, and entities best positioned, Learning Forum in Bangkok, Thailand. part of ensuring that this work better access to health service can be led and managed, in its The purpose of the Learning Forum was to bring together all Partners and today, to address providers. entirety, by local communities Program staff focussed on our child and youth programs to reflect on project challenges that arise implementation. Transform Aid International shared important knowledge • Child protection through the in the future. in regions where and expertise with its partners, to ensure that best practices in development creation of systems to identify, In FY2017, one child in the are being employed by various organisations, no matter in which part of prevent, and respond to Gajipur District attended training poverty and injustice the world. Attendees shared their achievements and, also, the challenges of violence, abuse, exploitation, through her Baptist Aid Child are prevalent. implementing Transform Aid International’s CCCD approach. and neglect. Club. She told us it gave her the The Learning Forum is a critical part of our Monitoring Evaluation and • Equipping children to lead and confidence to discuss with her Learning Framework for the CCCD Program. Some key outcomes it helps to have an active part in driving family an initiative for their small achieve include: decisions that affect their yard. • Partners access new tools and ideas to continue implementing the CCCD own rights. “I shared that idea with my approach. Child clubs equip children • Improved income through the parents and they agree with me to lead… and learn their • Partners gain greater confidence in the CCCD approach and learn how best for making a kitchen garden in rights! Source: Transform to apply it in their own context. small business development Aid International, 2017. and local job creation. my courtyard… Now every day • The community of practice continues to grow, assisting partners in we are getting different kinds implementing the CCCD approach. • Increased preparedness for of vegetable from our kitchen • Transform Aid International gains a greater understanding of the realities natural disasters. garden and fulfilled nutrition”. of implementing the CCCD approach in the field. • Transform Aid International learns new ideas and tools to assist partners in future program implementation. • Partners develop stronger networks to ensure they remain aware of new approaches and technologies becoming available to them.

32 Transform Aid International International Programs

We find ourselves in a unique position where we are the largest of the global Baptist aid agencies; and are connected to a huge global denomination that has a heart for the poor.

The partners represented at the To achieve this, Transform Aid Integral Alliance, a global alliance Learning Forum in November International aims to apply the of 23 Christian international 2016 were: Philippines — SAO following principles: humanitarian organisations that Philippines; Bangladesh — PARI, • Be informed by a strengths- deliver humanitarian assistance SATHI, SUPOTH, Baptist Aid; Nepal based approach that works with in 90 countries. In FY2017, the — United Mission to Nepal; Sri Lanka individuals, families, groups, final piece of the puzzle has been — LEADS; Zambia — Reformed organisations, and communities. achieved, adding an Australian Church of Zambia; Malawi — CSP church agencies consortium to Malawi; Uganda — SAO Uganda; and • Target poverty at its root causes, those networks. Cambodia — FH Cambodia. ensuring that community assessments and the ongoing With seven other Australian church During the FY2017 reporting period, monitoring and evaluation of agencies, we have formed the Transform Aid International partners projects focus on the complexity Church Agencies Network Disaster from Bangladesh also came together of issues that create and sustain Operations consortium (CAN DO). as a community of practice. Items on poverty. Transform Aid International works the agenda at this forum included: closely with all mainline churches, in • Take an integrated approach to the Pacific especially. In FY2017, CAN • Current trends and issues programming, looking not only associated with in-country DO was awarded 1 of 6 partnerships to economic development, but in the Australian Humanitarian government bodies, the Australian also to building human, natural, Government Department of Partnership (AHP). The AHP is a financial, social, and institutional key mechanism of the Australian Foreign Affairs and Trade (DFAT), capital. and other donor strategies. Government to deliver, on behalf of • Focus on community the nation, humanitarian assistance • Sustainability focussed project empowerment rather than service globally; and important disaster design, implementation, and delivery. preparedness work in the Pacific. monitoring and evaluation. • Build partnerships with like- Transform Aid International is now • Project management — challenges minded local organisations in positioned to powerfully increase and opportunities. order to enhance local capacity. impact through the leveraging of these three networks (the global • DFAT fraud control and anti- • Ensure that minority groups Baptist Church, Integral Alliance, and corruption awareness. and those marginalised through our membership to the AHP through • Transform Aid International disability, gender, ethnicity, the CAN DO consortium). It gives us financial partnering guidelines. HIV/Aids, and other factors, fully access to incredible resource when participate in programming. • Budget analysis. responding to humanitarian crises • Environmental risk assessment. • Remain strongly committed to and widens our reach to almost ongoing learning. every area of the globe with a In FY2017, Transform Aid context of poverty. International also maintained its Increasing our impact community of practice around monitoring and evaluation covering: From our learning through evaluations, strategy reflection, • Income Generation Activity and and sector development we Social Enterprise assessment. believe we have a key role to play • Developing a gender-responsive through the leveraging of our monitoring and evaluation system. networks. We find ourselves in a unique Our approach to position where we are the largest development of the global Baptist aid agencies; Our projects aim to facilitate and are connected to a huge global long-term sustainable change in denomination that has a heart for communities. the poor. We are also members of

Uganda: Hunger Crisis Response, FH Uganda. Source: ©FH Uganda/Sean Sheridan, 2017. ©FH Uganda/Sean FH Uganda. Source: Uganda: Hunger Crisis Response, FY2017 Annual Report 35 International Programs International Programs

Annual Investment FY2017 Total beneficiaries FY2017

10% Disaster Management 19% Health 10% Leadership DIRECTLY MAKING A 18% Learning FOCUSSED ON THROUGH REACHING DIFFERENCE 19% Livelihoods 25 COUNTRIES 39 PARTNERS IMPACTING 6% Partner Organisational Development IN AND 102,363* FOR 11% Protection 5 REGIONS 292,857* 82 PROJECTS HOUSEHOLDS * 7% Resilience PEOPLE 885,931 PEOPLE Total investment $11,685,045

* numbers based on data received from partners at the time of printing this report.

Our expected impact and outcome results

HEALTH PROTECTION The Impact: Community members are leading healthy lives in supportive The impact: Vulnerable groups and individuals — particularly children — are environments. valued members of society and enjoy lives free from fear. Transform Aid International invested $1.28 million through The outcome: Transform Aid International invested $2.22 million through The outcome: 31 projects in FY2017. Community members have improved their knowledge 16 projects in FY2017. Vulnerable groups and individuals — particularly children of health issues. They now practise behaviours which engender good health — are protected from human rights violations and are empowered to protect and see lives saved. Community members have access to improved health themselves. Community members are committed to protecting and upholding In FY2017, the In FY2017 the services and enjoy healthy physical environments. the rights of vulnerable groups and individuals. work of Transform work of Transform RESILIENCE Aid International Aid International LEARNING Community members, including children, are physically and The Impact: Community members are engaged in meaningful learning that The impact: directly benefited directly impacted leads to holistic human development, vocational opportunities, and the psychologically prepared for, and are able to recover from, internal conflicts and external shocks. 100,618 CHILDREN. 122,777 WOMEN. fulfilment of their potential. Transform Aid International invested $0.79 million through The outcome: Transform Aid International invested $2.17 million through The outcome: 24 projects in FY2017. Community members are participating in quality 28 projects in FY2017. Communities, through preparedness, are better able to education and are learning to use their skills to improve their situation. mitigate the impact of local natural hazards and human conflicts. Communities Children are developing mentally, emotionally, physically, morally, and socially have increased social capital and are able to mitigate and address community through participation in all levels of educational and recreational activities. conflict, violence, and trauma.

LIVELIHOODS LEADERSHIP Communities have leadership in place that enable community The impact: Community members are engaged in sustainable livelihoods The impact: that lead to increased well-being and dignity, reduced vulnerability, and the members, including children, to work together to create a progressive, just, and ability to fulfil family and community responsibilities. peaceful society that is free from corruption. The outcome: Transform Aid International invested $1.16 million in 18 projects in The outcome: Transform Aid International invested $2.19 million through 35 projects in FY2017. Community members are engaging in income FY2017. Community members, including children, are aware of their rights and generation activities that contribute towards an improved standard of living. responsibilities and are participating actively in their local communities. Local Community members are accessing the necessary resources, capital, and civil society organisations are modelling and providing effective leadership, markets to ensure the viability of their activities. working with communities to address their opportunities and needs.

36 Transform Aid International FY2017 Annual Report 37 Continuous improvement our local Christian partner, United The second research project was Continuous improvement is a Mission to Nepal; ChildFund conducted in partnership with an key discipline of our International Australia and Laos; Live and Learn Australian NGO, Palmera. Programs team. Fiji; the Institute for Sustainable After the focus on children and Futures at University of Technology The challenges of addressing youth, Transform Aid International’s Sydney; and an independent next most significant investment in poverty and bringing change consultant — INSIGHT Sustainability. to communities are complex its programs, internationally, and require ongoing reflection; The findings included: is in group methodologies. in addition to the continual • Multiple links between changes These groups help mobilise development of our strategy, described by research participants communities, develop financial policies, and program approaches. (children, youth, and adults) and and social capital through the development effectiveness the weekly savings of group In FY2017 we successfully completed members, and eventually become our accreditation with DFAT. We framework characteristics as defined in the research. sophisticated community-based received positive feedback across organisations that have substantial our program; a clear indication • Changes that happened due to capacity for income generation, that we’re delivering good sector child and youth participation as well as being mechanisms for practice. As detailed earlier in this which were linked to NGOs’ mobilisation on health, education, Annual Report, accreditation is a development program outcomes. and other social issues. five-yearly process that assesses • Children, youth, and adults all Transform Aid International’s As these groups mature, Transform valued the role of children and partnership and programmatic Aid International is looking at ways youth in development activities as approach, methodology, they can be scaled even larger, to “partners”. effectiveness, and quality. achieve more than what they’ve • Changes that occurred as a result already achieved. Transform Aid Transform Aid International met all of child and youth participation, International has been investing in standards, including promoting good led to changes within the children a pilot program, established three practice in working with partners; and youth themselves. This, then, years ago by Palmera, which looks at ensuring sustainability; ensuring led to positive changes within the an approach called “Village2Market”. quality environmental management; households and communities of What we believe Palmera has appropriately addressing gender, children and youth. developed is an approach that disability, and child protection; and identifies the barriers faced by • Child and youth participation undertaking strong humanitarian people living in poverty on a micro- in research is valued by both responses. Our design and appraisal level, in addition to some macro- participants and researchers, was commended, as was our level market-system and institutional though it requires dedicated monitoring evaluation framework, barriers which exist and exclude support and good researcher skills. risk management, and effort to the world’s poorest. Village2Market address anti-terrorism in our Overall, the research revealed works to address both sets of projects. It was also noted that our that children and youth do barriers within a more micro- performance management systems make a valuable contribution context, for the benefit of poor and dissemination of results were to development effectiveness, communities and village members. strong. DFAT also commended our highlighting the interconnected We believe this approach could approach to partnership, which was nature of change, and the deliver some important principles detailed earlier in this report. importance of child and youth for our implementing partners to Transform Aid International also participation to this change. consider as they look toward crucial completed two separate research Findings can be used by next steps for growing the value projects during the FY2017 reporting development practitioners to and benefits that groups create. period. Both have informed key advocate on the importance of We hope this investment ensures improvements in practice across child and youth participation in the sustainability of our partners’ the core components of our international development, while programs, increases value for money, programming and will continue to some of the research tools will be and, importantly, builds hope for do so in the years ahead. useful for project monitoring and stronger and more resilient futures. The first is a research project we evaluation. conducted in partnership with

38 Transform Aid International UMN. Nepal: Child Sponsorship Program, 2017. Burrell, Aid International/Agnes Transform Source: International Programs International Programs FY2017 OVERSEAS PROGRAMS BY COUNTRY

* also includes Children, Youth and Communities FY2017 PROJECT EVALUATIONS for Change pilot. Partners Partners Child Centred Child Community Development Projects* Centred Child Community Development Expenditure* Community Development Projects Community Development Expenditure Disaster Management Projects Disaster Management Expenditure Country Partner Project $’000 $’000 $’000 Pacific Ponleu Ney Kdey Sangkhum 52135* Somleng Program Fiji 1 — — — — — 1 52 Papua New Guinea 1 — — — 7 1,533 — — Cambodia Food for the Hungry Cambodia 52120* Five Steps of Hope Solomon Islands 1 — — — 1 112 — — 52088 Tropeang Prasat District Community Food for the Hungry Cambodia Vanuatu 1 — — — — — 1 30 Development Partnership South-East Asia Papua New Cambodia 5 904 1 245 6 923 — — Baptist Union of Papua New Guinea 52058* Organisational Strengthening Project Guinea East Timor 1 — — — 1 5 — —

United Mission to Nepal 52100* Community Health Program Indonesia 1 — — — 1 188 — — Malaysia 1 — — — 1 26 — — 52086 Child Centred Community Development Project, United Mission to Nepal Myanmar (Burma) 1 — — — — — 1 2 Dhading Philippines 2 2,389 1 967 — — 3 41 52116 Child Centred Community Development Project, United Mission to Nepal South Asia Nepal Sunsari Bangladesh 7 2,482 3 875 5 884 — — International Nepal Fellowship 52052 Dang Community Based Rehabilitation India 2 — — — 2 243 3 40

52115 Raptipari Community Health and Development Nepal 5 1,200 2 480 8 1,480 6 148 International Nepal Fellowship Project Sri Lanka 2 601 1 248 2 62 — — Africa Symbiosis 50159 Rural Integrated Project Bangladesh Ethopia 1 — — — — — 1 149 Garo Baptist Convention 50185* Comprehensive Community Development Project Kenya 3 — — — 3 485 1 102

Indonesia Cipta Fondasi Komunitas 52095* Mentawai Community Development Project Malawi 1 433 1 307 1 37 — — South Sudan 1 — — — — — 1 113 Zambia Reformed Church in Zambia 52092 Child Centred Community Development Project Uganda 2 1,075 2 593 — — 1 61 Zambia 1 652 1 207 — — 1 29 * indicates a project which has received funding from the Australian Government. Middle East Iraq 1 — — — — — 2 214 Lebanon 2 — — — — — 4 252 Syrian Arab Republic 1 — — — — — 1 61 Yemen 1 — — — — — 1 206 Rest of the World Haiti 3 — — — — — 3 76 Cross-regional activity — — 1 206 — — — — Total 48 9,736 13 $4,129 38 $5,979 31 $1,577

Expenditure in this table consists of funds to international programs and program support costs as presented in the Consolidated Statement of Profit and Loss and Other Comprehensive Income on page 56.

40 Transform Aid International FY2017 Annual Report 41 Project: Integrated Community Development

and Empowerment Project, Cambodia RISK REDUCTION RESPONSE RECOVERY Preparing communities When disaster strikes After the initial Partner: Ponleu Ney Kdey Sangkhum (PNKS), to face disaster is the most we respond immediately, emergency response, we which means “Light of Hope” effective way of saving providing emergency invest in long-term plans lives and minimising water, food, shelter and for rebuilding communities damage. medical supplies. and lives. Project year: This is the first year of a three program supported by the Australian Government and Transform Aid International.

Overall Project goals: and coordination from PNKS and PNKS works in 58 rural regions in the VDA, everyone got involved. Cambodia, building their ability Many committed a small amount to develop creative responses to of money and some gave their needs within their communities. labour. Concrete experts and drainage experts were consulted Key areas of focus include and wealthier people were effective governance, health, and Disaster Management encouraged to donate cement improved livelihoods. and drainage pipes. The result In target villages, 30% of families — a strong, flood-resistant road FY2017 was a big year for the Transform Aid International Disaster are classified (according to which has given a psychological Management program. Sadly, the need has, again, been great across the Cambodian government’s boost to the village, as well as all own classification system) the practical benefits. many parts of the globe. During the reporting period we invested as the poorest of the poor. Other people benefitted $1.58 million in 31 Disaster Management projects, responding to disasters PNKS establishes and works from the program in more in 16 countries across the world. with Village Development personal ways, like the families Associations (VDAs), building experiencing knowledge and their skills and capacity to work attitudinal changes. PNKS invite Hunger Crisis within their communities. Their vulnerable people into groups According to the UN, the world is currently facing its largest humanitarian main role is to ensure improved which can reverse many negative crisis since WWII. In February 2017, the first famine in six years was declared wellbeing, particularly for the social attitudes, behaviours, in parts of South Sudan, and with Nigeria, Somalia, and Yemen all facing severe food shortages of their own, the crisis looks set to intensify. most vulnerable families and and problems. Group savings individuals, promoting increased schemes, training on profitable In response to the ongoing Hunger Crisis in East Africa and Yemen, Transform involvement in village activities food growing, support to Aid International launched an emergency appeal in March 2017. and decision-making. access medical care, conflict In FY2017, we partnered with ZOA in South Sudan to deliver urgent food aid management training, better to thousands of people. In partnership with Food for the Hungry Uganda, FY2017 impact: engagement in schools — all we assisted refugees fleeing the conflict in South Sudan with water provision PNKS was a part of nearly 28,000 these things can make a huge through bore hole drilling and restoration. Through our existing local Christian Cambodian lives in FY2017. improvement to people’s lives. partner in Kenya, Anglican Development Services Eastern, we provided food But as we talk with PNKS and relief and water and sanitation programs to communities where failing rains Some people benefitted in very have led to multiple failed crops. In war-torn Yemen, where a devastating the communities, something tangible ways, like those using the cholera outbreak continues to spread, we responded through a local partner, new road between two villages. else is often spoken about as providing critical food and water, sanitation and hygiene relief to vulnerable The road was unaffordable for the biggest change: people feel families. FY2017 also saw the conclusion to Transform Aid International’s the local government to build; valuable. They have a voice. They drought assistance work with Food for the Hungry Ethiopia. have a place. They have hope. but with initiative from PNKS, Through our membership with Integral Alliance (a global alliance of 23 Christian relief and aid organisations) we have been able to widen our response to this emergency and to include countries where we had not been working previously, including South Sudan and Yemen.

Construction of the new road. The Hunger Crisis in East Africa and Yemen continues to threaten more than Source: PNKS, 2017. 20 million lives.

FY2017 Annual Report 43 Haiti: Hurricane Matthew Disaster Response, Disaster Management Medair. Source: ©Medair/Nath Fauveau, 2017.

The Disaster Management Cycle

DISASTER

STRIKES REC RESPONSE EARL

S O O N E VER P Y S R E E Y R

O V

PRE DIS E

L Y R I E DRR S A S VER TER O

REC POST DISASTER DRR

In FY2017, Transform Middle East In FY2017, the continuing conflict in the Middle East brought with it the Aid International also onslaught in Mosul as Iraqi and allied forces retook the city from ISIL. The responded to many full-scale military offensive threatened thousands of civilians who remained in the conflict zone. In anticipation of the displacement that would be caused local disasters through by the conflict, Transform Aid International partnered with Medair to position its Disaster Action Fund, mobile medical units in strategic areas. including Hurricane In response to the ongoing crisis in Syria we continue to collaborate with Merath (formerly the Lebanese Society for Educational and Social Matthew in Haiti. Development) across many projects, including: the Tahaddi Centre, which provides health services and informal education; child protection; winter preparation; and the Syrian Refugee Assistance Program.

Nepal Earthquake Transform Aid International completed its Nepal Earthquake response with Christian partners Multipurpose Community Development Service and International Nepal Fellowship in FY2017. This work not only assisted communities to rebuild after the 2015 earthquakes, but also included funding for our Christian partners and affected communities to invest in disaster risk reduction. This means they are now more prepared to face disaster in the future. The rebuilding project through United Mission to Nepal will continue into FY2018.

Pacific Region FY2017 saw continued work with Ola Fou and Nasi Tuan in five Pacific nations, through ongoing investment in disaster risk reduction, disaster preparedness, and youth development. FY2017 also marked a new chapter for our disaster response work through churches in the Pacific.

44 Transform Aid International Disaster Management Project: Response to Drought in Makueni FY2017: WHERE WE’VE TAKEN ACTION and Kitui counties Partner: Anglican Development Services $1,576,966 AUD 16 COUNTRIES 15 PARTNERS 31 PROJECTS Eastern (ADSE)

Project year: Disaster Management project, approved for FY2017

Overall Project goal: Community members in the This project is part of Transform target locations were mobilised Aid International’s disaster through village chiefs and CBO response to the ongoing Hunger management committees to Crisis in East Africa and Yemen. select 550 vulnerable households to receive food relief, based on a As refugees continue to migrate set of agreed criteria including: out of the worst affected areas child-headed households, (South Sudan, Somalia, Nigeria, people with a disability, women- and Yemen), the impact of the headed households (particularly crisis is spread further afield. pregnant and lactating mothers), Transform Aid International’s people living with chronic illness, response, therefore, also includes the elderly, and other households projects in nearby East African that — according to the nations such as Kenya — which community — were very poor. faces food insecurity issues of CONFLICT DROUGHT/PEST FLOOD its own. A list of the selected CYCLONE EARTHQUAKE FIRE beneficiaries was then read to The last 3 years have seen the all the community members to steady decline of rainfall in be validated and to ensure there the arid and semi-arid lands of had been no bias in the selection Kenya, leading to drought. On In June, the Australian Government Department of Foreign Affairs and process. Trade launched the Australian Humanitarian Partnership (AHP). Transform 10 February 2017, the Kenyan Each of the 550 households Aid International, as a member of the Church Agencies Network Disaster Government declared a state received 40kgs of maize, 8kgs Operations consortium (CAN DO), was announced as one of the successful of emergency, calling for agencies that tendered for the AHP. international support to help of beans, and two litres of manage the situation. cooking oil in three consecutive The official launch was hosted by the Minister for Foreign Affairs, Julie Bishop. distributions. Most of the Transform Aid International’s Director of International Programs, Anthony Sell, The goal of this emergency beneficiaries were generous attended the launch. project was to minimize impact enough to share with their Throughout FY2017, Anthony Sell continued to chair the CAN DO steering for 550 drought affected Ruth (and other neighbours who were also needy committee. Workshops hosted in Fiji and Vanuatu saw the start of country households (3304 people) in beneficiaries) as the drought had affected a specific contingency planning across all key church denominations. receiving food rations. Kitui and Makueni counties, large number than the targeted. We are thrilled to be a part of this exciting new consortium, which represents Source: ADSE, 2017. prioritising improved nutritional an important collaboration across Christian denominations in Australia and and health status through the “I was almost giving up. This the Pacific. provision of food relief for drought is the worst we have vulnerable community members. had in the recent times. Life Local responses has been unbearable, forcing In FY2017, Transform Aid International also responded to many local disasters FY2017 impact: us to go with a single meal per through its Disaster Action Fund, including: Hurricane Matthew in Haiti; floods Transform Aid International day, or even none sometimes. in Myanmar and India; Typhoon Haima in the Philippines; fire in India; and already funds community You know, nothing is as bad as emergency agricultural assistance in Zambia due to army worm. development projects through watching your children suffer its partner, ADSE. Through these when you can’t help… But since Staffing changes projects, Community Based ADSE started giving us this food There have been key staffing changes within our Disaster Management Organisations (CBOs) comprising two months ago, life has been program in FY2016, with both Justine Aenishaenslin and Leanne Abouzeid village members have been bearable for us. We are having concluding their time with Transform Aid International. I would like to trained to oversee community three meals every day.” personally thank them for their great contribution to our Disaster Management work. I look forward to seeing their ongoing work in the sector more broadly. driven development work, RUTH, RECIPIENT OF FOOD RELIEF carried out in the project areas.

46 Transform Aid International Thank you to all our partners

Community Papua New Guinea • MEDAIR Emergency Relief Development • Baptist Union of PNG and Recovery Bangladesh Philippines Myanmar • Asia Pacific Baptist Aid • Bangladesh Association for • Share An Opportunity Philippines Sustainable Development Nepal • Bangladesh Baptist Fellowship Solomon Islands • International Nepal Fellowship • Love for Distressed People • South Seas Evangelical Church • MEDAIR Emergency Relief and Bangladesh Recovery • PARI Development Trust Sri Lanka • Multipurpose Community • Protibondhi Community Centre • LEADS — Lanka Evangelical Development Services • Symbiosis Alliance Development Service • United Mission to Nepal Iraq: Middle East Crisis Response, Medair. Source: ©Medair/Stella Chetham, 2014. ©Medair/Stella Source: Medair. Crisis Response, Middle East Iraq: • Sathi • Palmera Philippines Cambodia Uganda • Asia Pacific Baptist Aid • Chab Dai Coalition • Share an Opportunity Uganda • Share An Opportunity Philippines • FH Cambodia Zambia • International Cooperation South Sudan • Reformed Church in Zambia • ZOA Cambodia Diaconia Department • Peace Bridges Organization Syrian Arab Republic • Ponleu Ney Kdey Sangkhum • Merath (formerly LSESD) East Timor Disaster Uganda • Fundacao Lafaek Diak Management • Food for the Hungry India Ethiopia Vanuatu • Emmanuel Hospital Association • Food for the Hungry • Tearfund NZ/Ola Fou Indonesia Fiji Yemen • Cipta Fondasi Kommunitas • Tearfund NZ/Ola Fou • Partner name cannot be disclosed for security reasons. Kenya Haiti • Anglican Development Services • MEDAIR Emergency Relief Zambia — Eastern and Recovery • Reformed Church in Zambia • Anglican Development Services • World Concern US Diaconia Department — Mount Kenya • World Relief US • Nakuru Region Inter Diocesan Christian Community Services India • Asia Pacific Baptist Aid Financial Support Malawi • Emmanuel Hospital Association • Church and Society Program Partnerships for CCAP Synod of Livingstonia Iraq International Programs Malaysia • MEDAIR Emergency Relief • Australian Government, and Recovery • Alliance of Chin Refugees Department of Foreign Affairs, Malaysia Kenya Australian NGO Cooperation Program and Church Partnership • Anglican Development Services Nepal Program — Eastern • International Nepal Fellowship • Baptist General Association • United Mission to Nepal Lebanon of Virginia • Welfare Association for • Merath (formerly LSESD) Children Tikapur

FY2017 Annual Report 49 Financials

Nick Scott Senior Pastor We are blessed that many generous Baptist churches choose to support our work through faithful giving. Mount Pleasant Baptist Church in Western Australia is one such church. Every year, during its Christmas and Good Friday services, Mount Pleasant Baptist Church collects Kenya: Community Development Water Pan Project, ADS Mt. Kenya. an offering to donate to areas Source: Transform Aid International/Shane Burrell, 2016. of great need. In FY2017, these incredibly generous people gave $16,893.45 to our Middle East Appeal and $12,021.75 to our Hunger Crisis Appeal. Nick Scott is the Senior Pastor. FY2017 Financial Summary “Our relationship with Baptist programs in the Pacific, Southeast systems for the future. Two good World Aid was firmly cemented FY2017 has been another financially positive year, in the face of the ongoing Asia, South Asia, and Eastern examples of strategic developments through a trip I went on to Africa. An example is the Integrated that have brought about a better Cambodia about seven years ago. challenges of a tough fundraising environment. Despite an 11% drop in Sustainable Livelihood Project organisational efficiency are: I was just so impressed with the work being done through the in Nepal, which had a budget of a) leadership development programs government grants, general donations from our faithful supporters were organisation. $329,500. The project addressed to equip our people to effectively broadly on par with last year’s; resulting in a Total Revenue of $19.04 million, poverty by strengthening 41 different manage growing internal and “Baptist World Aid’s development with a Net Surplus of $0.75 million. elements needed for improved external complexities; and approach, by nature, is not livelihoods (for example, access to outwardly evangelistic, but it’s the b) comprehensive upgrades of credit and irrigation, improvements most effective approach I’ve seen our technical infrastructure, For us to sustain the continuing the additional expenditure resulted in business plans, and supply chain in terms of actually lifting people integrating a new website with our flow of funds to support 82 projects in higher quality in our systems infrastructure). Nearly 5,000 people, out of poverty. That’s made me cloud-based ERP and CRM systems, in 25 countries, there was an and processes that continue to mostly women, received benefits reflect on what we’re doing as a enabling 24/7 access to critical up- 12.5% increase in our fundraising meet the growing complexity of across most of the project elements. church… and why we’re doing it. to-date information and reports, for expenditure. It was also necessary external compliance standards, and Our Balance Sheet continues to both our head office and travelling “In my reading of the scriptures, to increase our administration the successful achievement of full be healthy — we paid off our total staff. I see God’s heart for the poor. and accountability expenditure DFAT accreditation, enabling the property loan of $1.85 million, and I see the generosity of God Once again, we acknowledge, with by 5.5%; for us to manage our organisation to access government achieved an 8.3% growth in our net expressed through His people. gratitude, the generosity of our new technical platform, and the grants for the next five years. assets of $9.76 million. Our overall It’s a reflection of the heart of God Australian Baptist churches and growing complexity of external Our Total Programs Expenditure was reserves continue to be strong, these to be generous in the first place.” supporters, the continuing support legal, compliance, and accountability 2% lower than the previous year’s, a include $0.64 million designated for of the Australian Government, Peter Leau requirements, including additional total of $11.69 million, mainly due to disaster relief and rebuilding, and and the timely providence of our Director of Finance resources in managing the lower than expected grants funding. $2.19 million earmarked for multi- sovereign God. and Operations Department of Foreign Affairs and However, DFAT provided total grants year community programs. Trade’s (DFAT) re-accreditation of $4.72 million to support our This year we continued to invest project. To that end, we are pleased international aid and development in our people and organisational

50 Transform Aid International FY2017 Annual Report 51

Independent Audit Report Independent Audit Report

Level 17, 383 Kent Street

Sydney NSW 2000

Correspondence to: Locked Bag Q800 QVB Post Office Sydney NSW 1230 Level 17, 383 Kent Street Information other than the Financial Report and Auditor's Report T +61 2 8297 2400Sydne y NSW 2000 Level 17, 383 Kent Street F +61 2 9299 4445 The Responsible Persons of the Group are responsible for the other information. The other obtainedSydney NSW at 2000 E [email protected] Correspondence to: the date of this auditor’s report is information included in the Group’s annual report for the year ended 30 W www.grantthorntoLockedn.com.au Bag Q800 ’ Correspondence to: QVB Post Office June 2017, but does not include the financial report and our auditor s report thereon. Locked Bag Q800

Sydney NSW 1230 QVB Post Office Independent Auditor’s Report Our opinion on the financial report does not cover the other information and accordingly we do Sydneynot NSW 1230 T +61 2 8297 2400 To the Members of Transform Aid International Ltd F +61 2 9299 4445 express any form of assurance conclusion thereon. T +61 2 8297 2400 E [email protected] F +61 2 9299 4445 W www.grantthornton.com.au Auditor’s Opinion In connection with our audit of the financial report, our responsibility is to read the other informationE [email protected] and, W www.grantthornton.com.au in doing so, consider whether the other information is materially inconsistent with the financial report or We have audited the financial report of Transform Aid International Ltd (the Company), which comprises the statementIndependent of financial position A uditor’sas at 30 June R 2017eport, and the statement of profit or loss and other our knowledge obtained in the audit or otherwise appears to be materially misstated. uditor’s comprehensiveTo income, the Members statement of changesof Transform in equity and Aid statement International of cash flows Ltd for the year then Independent A Report ended, and comprising notes to the financial statements, including a summary of significant accounting If, based on Tothe workthe we Members have performed, of Transform we conclude that Aid there International is a material missta Ltdtement of this other information, we are required to report that fact. We have nothing to report in this regard. policies and Auditor’sother explanatory Opinion information and the Responsible Persons declaration of the consolidated ) comprising the Company and the entity it controlled at the year’s end or from time to entity (the GroupWe have audited the financial report of Transform Aid International Ltd (the Company), which comprises Auditor’s Opinion Responsibility Persons’ Responsibility for the Financial Report time during thethe finstatementancial year. of financial position as at 30 June 2017, and the statement of profit or loss and other We have audited the financial report of Transform Aid International Ltd (the Company), which comprises The Responsible Persons of the Group are responsible for the preparation and fair presentation of the comprehensive income, statement of changes in equity and statement of cash flows for the year then the statement of financial position as at 30 June 2017, and the statement of profit or loss and other financial report in accordance with Australian Accounting Standards - Reduced Disclosure Requirements In our opinion,ended, the accompanying and comprising financial notes to report the financial of Transform statements, Aid International including a Ltd summa: ry of significant accounting comprehensive income, statement of changes in equity and statement of cash flows for the year then and the Code of Conduct for the Australian Council for International Development (ACFID) and the policies and other explanatory information and the Responsible Persons declaration of the consolidated ended, and comprising notes to the financial statements, including a summary of significant accounting ’s financial position as at Australian Charities and Not-for-profits Commission Act 2012. This Responsible Persons’ responsibility a presentsentity fairly, (the in allGroup material) comprising respects, the the Company Group and the entity it controlled30 Juneat the 2017 year’s and end of orits from time to policies and other explanatory information and the Responsible Persons declaration of the consolidated includes such internal controls as the Responsible Persons determine are necessary to enable the performancetime during and cash the flowsfinancial for year.the year then ended; and entity (the Group) comprising the Company and the entity it controlled at the year’s end or from time to preparation of the financial report to be free from material misstatement, whether due to fraud or error. time during the financial year.

b compliesIn withour opinion,Australian the Accounting accompanying Standards financial - Reduced report of Disclosure Transform RequirementsAid International, the Ltd Australian: In preparing the financial report, the Responsible Persons of the Group are responsible for assessing the Charities and Not-for-Profits Commission Act 2012 and the Australian Charities and Not-for-Profits In our opinion, the accompanying financial report of Transform Aid International Ltd: Group’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern Commissiona presents Regulation fairly, 2013. in all material respects, the Group’s financial position as at 30 June 2017 and of its and using the going concern basis of accounting unless management either intends to liquidate the Group performance and cash flows for the year then ended; and a presents fairly, in all material respects, the Group’s financial position as at 30 June 2017 and of its Basis for Auditor’s Opinion or to cease operations, or has no realistic alternative but to do so. performance and cash flows for the year then ended; and

We conductedb ourcomplies audit in with accordance Australian with Accounting Australian Standards Auditing Standards. - Reduced DisclosureOur responsibilities Requirements under, the Australian those standards are further described in the Auditor’s Responsibilities for the Audit of the Financial Report Those charged with governance are responsible for overseeing the Group’s financial reporting process. Charities and Not-for-Profits Commission Act 2012 and the Australian Charities and Not-for-Profits b complies with Australian Accounting Standards - Reduced Disclosure Requirements, the Australian

section of our report.Commission We are Regulationindependent 2013. of the Group in accordance with the ethical requirements of the Charities and Not-for-Profits Commission Act 2012 and the Australian Charities and Not-for-Profits Accounting Professional and Ethical Standards Board’s APES 110 Code of Ethics for Professional Auditor’s Responsibilities for the Audit of the Financial Report Commission Regulation 2013. Our objectives are to obtain reasonable assurance about whether the financial report as a whole is free AccountantsBasis (the Code) for A uditor’sthat are relevantOpinion to our audit of the financial report in Australia. We have also from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes fulfilled our otherWe conducted ethical responsibilities our audit in accordance in accordance with with Australian the Code. Auditing Standards. Our responsibilities under Basis for Auditor’s Opinion our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit those standards are further described in the Auditor’s Responsibilities for the Audit of the Financial Report We conducted our audit in accordance with Australian Auditing Standards. Our responsibilities under conducted in accordance with the Australian Auditing Standards will always detect a material We believe thatsection the ofaudit our evidence report. We we arehave independent obtained is of sufficient the Group and in appropr accordanceiate to with provide the ethical a basis requirements for of the those standards are further described in the Auditor’s Responsibilities for the Audit of the Financial Report misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, our audit opinion.Accounting Professional and Ethical Standards Board’s APES 110 Code of Ethics for Professional section of our report. We are independent of the Group in accordance with the ethical requirements of the individually or in the aggregate, they could reasonably be expected to influence the economic decisions of Accountants (the Code) that are relevant to our audit of the financial report in Australia. We have also Accounting Professional and Ethical Standards Board’s APES 110 Code of Ethics for Professional users taken on the basis of this financial report. fulfilled our other ethical responsibilities in accordance with the Code. Accountants (the Code) that are relevant to our audit of the financial report in Australia. We have also

fulfilled our other ethical responsibilities in accordance with the Code. Grant Thornton Audit Pty Ltd ACN 130 913 594 A further description of our responsibilities for the audit of the financial report is located at the Auditing and We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for a subsidiary or related entity of Grant Thornton Australia Ltd ABN 41 127 556 389 Assurance Standards Board website at: http://www.auasb.gov.au/auditors_files/ar3.pdf . This description our audit opinion. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for forms part of our auditor’s report. our audit opinion.

‘Grant Thornton’ refers to the brand under which the Grant Thornton member firms provide assurance, tax and advisory services to their clients and/or refers to one or more member firms, as the context requires. Grant Thornton Australia Ltd is a member firm of Grant Thornton International Ltd (GTIL). GTIL and the member firms are not a worldwide partnership. GTIL and each member firm is a separate legal entity. Services are delivered by the member firms. GTIL does not provide services to clients. GTIL and its member firms are not agents of, and do not obligate one another and are not liable for one another’s acts or omissions. In the AustralianGrant context Thornton only, the use ofAudit the term Pty ‘Grant Ltd Thornton’ ACN may 130 refer to913 Grant 594 Thornton Australia Limited ABN 41 127 556 389 and its Australian subsidiaries and related entities. GTIL is not an Australian related entity to Grant Thornton Australia Limited. a subsidiary or related entity of Grant Thornton Australia Ltd ABN 41 127 556 389 Grant Thornton Audit Pty Ltd ACN 130 913 594 Liability limited by a scheme approved under Professional Standards Legislation. GRANT THORNTONa subsidiary AUDIT or related PTY entity LTD of Grant Thornton Australia Ltd ABN 41 127 556 389

Chartered Accountants

Grant Thornton Australia Ltd is a member firm of Grant Thornton International Ltd (GTIL). GTIL and the member firms are not a worldwide partnership. GTIL and each member firm is a separate legal entity. ‘Grant Thornton’ refers to the brand under which the Grant Thornton member firms provide assurance, tax and advisory services to their clients and/or refers to one or more member firms, as the context requires. Services are delivered by the member firms. GTIL does not provide services to clients. GTIL and its member firms are not agents of, and do not obligate one another and are not liable for one another’s acts or Grant Thornton Australia Ltd is a member firm of Grant Thornton International Ltd (GTIL). GTIL and the member firms are not a worldwide partnership. GTIL and each member firm is a separate legal entity. omissions. In the Australian context only, the use of the term ‘Grant Thornton’ may refer to Grant Thornton Australia Limited ABN 41 127 556 389 and its Australian subsidiaries and related entities. GTIL is not an Services are delivered by the member firms. GTIL does not provide services to clients. GTIL and its member firms are not agents of, and do not obligate one another and are not liable for one another’s acts or Australian related entity to Grant Thornton Australia Limited. omissions. In the Australian context only, the use of the term ‘Grant Thornton’ may refer to Grant Thornton Australia Limited ABN 41 127 556 389 and its Australian subsidiaries and related entities. GTIL is not an A G Rigele Australian related entity to Grant Thornton Australia Limited. Liability limited by a scheme approved under Professional Standards Legislation. Partner - Audit & Assurance Liability limited by a scheme approved under Professional Standards Legislation. 25 Sydney, 4 October 2017 25

52 Transform Aid International FY2017 Annual Report 26 53

Responsible Persons' Declaration Financials at a Glance

ResponsibleResponsible Persons’Persons' Declaration Declaration Financials at a Glance

1. In the opinion of the Responsible Persons’ of Transform Aid International Ltd, the consolidated financial statements and notes are in accordance with the Australian Charities and Not-for-Profits Commission Act 2012, including: Source of Income FY2017*

i. Giving a true and fair view of its financial position as at 30 June 2017 and of its performance for the 13,336,655 70% Donations & Gifts Monetary financial year ended on that date. 206,625 1% Donations & Gifts Non-Monetary 583,065 3% Bequests ii. Complying with Australian Accounting Standards - Reduced Disclosure Requirements (including the 4,722,485 25% Australian Government Grants Australian Accounting Interpretations); and the Australian Charities and Not-for-Profits Commission 28,884 0% Other Non-Government Grants Regulation 2013. 160,555 1% Investment & Other Income

iii. There are reasonable grounds to believe that Transform Aid International Ltd will be able to pay its debts as and when they become due and payable. Total revenue $19,038,269

Signed in accordance with a resolution of the Responsible Persons:

Philip Newman Chair/Responsible Person

Use of Funds FY2017* th Dated the 4 day of October 2017

5,283,358 29% Community Development 3,651,883 20% Child Centered Community Development 1,398,939 8% Disaster Management 1,350,865 8% Other Programs Costs 943,580 5% Community Education 1,882,380 10% Fundraising 3,540,281 19% Accountability & Administration 240,081 1% Other

Total expenditure $18,291,367

* These graphs are derived from figures in the Consolidated Statement of Profit and Loss and Other Comprehensive Income. A copy of the complete Financial Report is available on request from the Finance Manager, Transform Aid International Ltd. TRANSFORM AID INTERNATIONAL LTD | 2016-2017 FINANCIAL STATEMENTS 23

54 Transform Aid International FY2017 Annual Report 55 Financials Financials

Consolidated Statement of Profit and Loss Consolidated Statement of Financial Position and Other Comprehensive Income as at 30 June 2017 for the year ended 30 June 2017

Notes 2017 2016 Notes 2017 2016

REVENUE

ASSETS Donations and Gifts:

Monetary 13,336,655 13,231,871 Current Assets Non-Monetary 5 206,625 247,961 Cash and Cash Equivalents 8 3,046,750 3,887,377 13,543,280 13,479,832

Trade and Other Receivables 9 528,130 568,580 Bequests and Legacies 583,065 110,516 Financial Assets 10 1,750,929 1,700,000

Grants: 5,325,809 6,155,957

Department of Foreign Affairs and Trade 4,722,485 5,301,520 Non-Current Assets

Other Australian 2,610 87,825 Property, Plant and Equipment 11 4,046,907 4,242,145

Other Overseas 26,274 25,987 Investment Property 12 880,804 880,804

4,751,369 5,415,332 Intangibles 13 648,994 272,608

Other Non-Current Assets 14 - 474,174 Investment Income 147,659 212,067 5,576,705 5,869,731 Other Income 6 12,896 11,463

TOTAL REVENUE 19,038,269 19,229,210 TOTAL ASSETS 10,902,514 12,025,688

EXPENDITURE LIABILITIES

International Aid and Development Programs Expenditures:

Current Liabilities International Programs: Trade and Other Payables 15 492,095 477,916 Funds to International Programs 10,334,180 10,693,399 Provisions 16 374,159 408,938 Programs Support Costs 1,350,865 1,231,252 Financial Liabilities 17 86,380 64,599 11,685,045 11,924,651 Borrowings 18 - 100,000

Community Education 7 943,580 874,126 Tax Liabilities 19 50,740 49,198

Other Current Liabilities 20 - 2,610 Fundraising Costs: 1,003,374 1,103,261 Public 1,763,397 1,620,336 Non -Current Liabilities Government, Multilateral and Private 118,983 53,274 Provisions 21 136,819 127,041 1,882,380 1,673,610 Borrowings 22 - 1,750,000

Accountability and Administration 3,540,281 3,355,087 Other Financial Liabilities 23 - 29,967

Non-Monetary Expenditure 5 206,625 247,961 136,819 1,907,008

Total International Aid and Development Programs 18,257,911 18,075,435 Expenditures TOTAL LIABILITIES 1,140,193 3,010,269

TOTAL EXPENDITURE 18,257,911 18,075,435 NET ASSETS 9,762,321 9,015,419

Unrealised Fair Value on Foreign Exchange Contracts (33,456) (98,298)

EQUITY EXCESS OF REVENUE OVER EXPENDITURE 746,902 1,055,477

Other Comprehensive Income - - Retained Earnings 24 6,250,961 5,504,059

TOTAL COMPREHENSIVE INCOME FOR THE YEAR 746,902 1,055,477 Reserves 25 (d) 3,511,360 3,511,360

This statement should be read in conjunction with the accompanying notes to the financial statements. TOTAL EQUITY 9,762,321 9,015,419

This statement should be read in conjunction with the accompanying notes to the financial statements .

TRANSFORM AID INTERNATIONAL LTD | 2016-2017 FINANCIAL STATEMENTS 6 Transform Aid International FY2017 AnnualTRANSFORM Report AID INTERNATIONAL LTD | 2016-2017 FINANCIAL STATEMENTS 7 56 57

Financials Financials

Consolidated Statement of Changes in Equity Consolidated Statement of Cash Flows for the year ended 30 June 2017 for the year ended 30 June 2017

General Designated Restricted Notes 2017 2016

Funds Funds Funds Reserves TOTAL

Notes 25 (a) 25 (b) 25 (c) 25 (d) CASH FLOWS FROM OPERATING ACTIVITIES

Balance as 1 July 2015 1,706,117 991,578 1,750,887 3,511,360 7,959,942 Donations received 13,336,655 13,231,871

Bequests and legacies received 583,065 110,515 Excess/(shortfall) of revenue over (506,380) (362,064) 1,923,921 - 1,055,477 Operating grants received 4,748,759 5,459,020 expenditures Other comprehensive income for the Other income received 29,575 168,696 - - - - - year Payments to suppliers and employees (7,530,338) (6,735,775) Transfer of funds - - - - - Distributions to overseas partners (10,053,774) (10,398,789)

Interest received 30,051 54,834 1,199,737 629,514 3,674,808 3,511,360 9,015,419 Balance at 30 June 2016 Net cash provided by (used in) operating activities 1,143,993 1,890,372

Excess/(shortfall) of revenue over 2,220,233 (485,028) (988,303) - 746,902 expenditures

Other comprehensive income for the - - - - - year CASH FLOWS FROM INVESTING ACTIVITIES

Transfer of funds - - - - -

Net cash received from (paid for) property, plant and equipment (24,274) (23,091)

Balance at 30 June 2017 3,419,970 144,486 2,686,505 3,511,360 9,762,321 Net cash received from (paid for) investment property 31,352 (898,080) Net cash received from (paid for) intangible assets (141,698) (408,719)

This statement should be read in conjunction with the accompanying notes to the financial statements . Net cash received from (used for) investment in financial assets - (1,700,000)

Net cash provided by (used in) investing activities (134,620) (3,029,890)

CASH FLOWS FROM FINANCING ACTIVITIES

Net cash received from (repaid to) NAB secured loans (1,850,000) (100,000)

Net cash provided by (used in) financing activities (1,850,000) (100,000)

NET INCREASE IN CASH HELD (840,627) (1,239,518)

CASH AND CASH EQUIVALENTS AT THE BEGINNING OF 3,887,377 5,126,895 YEAR

CASH AND CASH EQUIVALENTS AT THE END OF YEAR 8 3,046,750 3,887,377

This statement should be read in conjunction with the accompanying notes to the financial statements.

TRANSFORM AID INTERNATIONAL LTD | 2016-2017 FINANCIAL STATEMENTS 8 TRANSFORM AID INTERNATIONAL LTD | 2016-2017 FINANCIAL STATEMENTS 9

58 Transform Aid International FY2017 Annual Report 59 Financials Financials

Notes to the Consolidated Financial Statements for the year ended 30 June 2017 i. Donations, fundraising and bequests The Group recognises amounts donated or raised on behalf of the Group as income only when

they are received by the Group. Bequests are recognised when the legacy is received. NOTE 1 GENERAL INFORMATION AND STATEMENT OF COMPLIANCE ii.i. Donations,Grants fundraising and bequests TheGrant Group revenue recognises is recognised amounts in the donated statement or raised of profit on behalfor loss ofwhen the Groupthe Group as income obtains only control when of The financial report includes the consolidated financial statements and notes of Transform Aid thethey grant are received and it is by probable the Group. that Bequests the economic are recognised benefits gainedwhen the from legacy the isgrant received. will flow to the International Ltd and its Controlled Entities (‘Consolidated Group’ or ‘Group’). ii. GroupGrants and the amount of the grant can be measured reliably. The Group has elected to adopt the Australian Accounting Standards – Reduced Disclosure IfGrant conditions revenue are is attachedrecognised to thein the grant statement which must of profit be satisfiedor loss when before the it Groupis eligible obtains to receive control the of Requirements (established by AASB 1053 Application of Tiers of Australian Accounting Standards and contribution,the grant and the it isrecognition probable ofthat the the grant economic as revenue benefits will gainedbe deferred from untilthe grantthose willconditions flow to arethe AASB 2010-2 Amendments to Australian Accounting Standards arising from Reduced Disclosure satisfied.Group and the amount of the grant can be measured reliably. Requirements). WhereIf conditions a grant are is attached received toon the the grant condition which that must specified be satisfied services before are it delivered, is eligible toto thereceive grantor, the thiscontribution, is considered the recognition a reciprocal of thetransaction. grant as Revenuerevenue willis recognisedbe deferred as until services those areconditions performed are These financial statements are general purpose financial statements that have been prepared in satisfied.and at year -end until the service is delivered. accordance with Australian Accounting Standards – Reduced Disclosure Requirements, ACFID Code WhereRevenue a grantfrom isa nonreceived-reciprocal on the grant condition that isthat not specified subject servicesto conditions are delivered,is recognised to the when grantor, the of Conduct and the Australian Charities and Not-for-profits Commission Act 2012. Transform Aid thisGroup is consideredobtains control a reciprocal of the funds, transaction. economic Revenue benefits is recognisedare probable as and services the amount are performed can be International Ltd is a not-for-profit entity for the purpose of preparing the financial statements. andmeasured at year reliably.-end until Where the service a grant is delivered.may be required to be repaid if certain conditions are not Revenuesatisfied, afrom liability a non is recognised-reciprocal grantat year that end is to not the subject extent thatto conditions conditions is remain recognised unsatisfied. when the The consolidated financial statements for the year ended 30 June 2017 were approved and authorised th GroupWhere obtainsthe Group control receives of the a non funds,-reciprocal economic contribution benefits ofare an probable asset from and a governmentthe amount orcan other be for issue by the board of Responsible Persons on 4 October 2017. partymeasured for no reliably. or nominal Where consideration, a grant may the be asset required is recognised to be repaid at fair if valuecertain and conditions a corresponding are not amountsatisfied, of a revenue liability isis recognisedrecognised. at year end to the extent that conditions remain unsatisfied. NOTE 2 CHANGES IN ACCOUNTING POLICIES iii. WhereInterest the and Group Dividends receives a non-reciprocal contribution of an asset from a government or other partyInterest for and no ordividends nominal are consideration, recognised whenthe asset received/receivable. is recognised at fair value and a corresponding 2.1 New and revised standards that are effective for these financial statements amount of revenue is recognised. 3.4 Cashiii. andInterest cash and equivalents Dividends A number of new and revised standards are effective for annual periods beginning on or after 1 Interest and dividends are recognised when received/receivable. January 2016. Information on these new standards is presented below. Cash and cash equivalents comprise cash on hand, deposits held at call with banks, and other short- 3.4 Cashterm highly and cashliquid equivalentsinvestments that are readily convertible into known amounts of cash and which are subject to an insignificant risk of changes in value. AASB 2014-9 Amendments to Australian Accounting Standards – Equity Method in Separate Cash and cash equivalents comprise cash on hand, deposits held at call with banks, and other short- Financial Statements 3.5 Prtermepayments highly liquid investments that are readily convertible into known amounts of cash and which are subject to an insignificant risk of changes in value. The amendments introduce the equity method of accounting as one of the options to account for an In order to facilitate program continuity over the year end period, a number of payments are made to entity’s investments in subsidiaries, joint ventures and associates in the Group’s separate financial 3.5 Proverseasepayments partners towards the following financial year's activities. These payments are separated in statements. the accounts and included under other financial assets in the current financial year. In order to facilitate program continuity over the year end period, a number of payments are made to AASB 2014-9 is applicable to annual reporting periods beginning on or after 1 January 2016. overseasIn some cases, partners a partner towards may the have following been financialunable to year's fully acquitactivities. project These funds payments by the end are of separatedthe financial in year. These funds are also included under other financial assets and are expected to be fully The adoption of these amendments has not had a material impact on the Group. the accounts and included under other financial assets in the current financial year. acquitted in the following financial year. In some cases, a partner may have been unable to fully acquit project funds by the end of the financial

NOTE 3 SUMMARY OF ACCOUNTING POLICIES year. These funds are also included under other financial assets and are expected to be fully acquitted in the following financial year. 3.1 Overall considerations 3.6 P roperty, plant and equipment The significant accounting policies that have been used in the preparation of these consolidated

financial statements are summarised below. Property, plant and other equipment (comprising fittings and furniture) are initially recognised at 3.6 Pacquisitionroperty, cost,plant including and equipment any costs directly attributable to bringing the assets to the location and The consolidated financial statements have been prepared using the measurement bases specified by condition necessary for it to be capable of operating in the manner intended by the Group’s Australian Accounting Standards for each type of asset, liability, income and expense. The management.Property, plant and other equipment (comprising fittings and furniture) are initially recognised at measurement bases are more fully described in the accounting policies below. acquisition cost, including any costs directly attributable to bringing the assets to the location and Property,condition plantnecessary and otherfor it equipmentto be capable are subsequently of operating measuredin the manner using theintended cost model,by the cost Group’s less 3.2 Basis of consolidation management.subsequent depreciation and impairment losses. The Group financial statements consolidate those of Transform Aid International Ltd and its fully Property,Depreciation plant is recognisedand other onequipment a straight are-line subsequently basis to write measured down the costusing less the estimated cost model, residual cost value less owned subsidiary, Baptist World Aid Australia Ltd as of 30 June 2017. All transactions and balances subsequentof buildings, depreciationplant and other and equipment. impairment The losses following. useful lives are applied: between the Group companies are eliminated on consolidation, including unrealised gains and losses on transactions between Group Companies. Amounts reported in the financial statements of Depreciation• property: is recognised 40 years on a straight-line basis to write down the cost less estimated residual value Subsidiaries have been adjusted to ensure consistency with the accounting policies adopted by the of buildings,• investment plant and property: other equipment. 40 years The following useful lives are applied: Group. • furniture and fittings: 6-8 years • property: 40 years • computer hardware: 4 years 3.3 Revenue recognition • investment property: 40 years • motor vehicles: 6-7 years Revenue is recognised to the extent that it is probable that the economic benefits will flow to the Group • furniture and fittings: 6-8 years • office equipment: 5-6 years and the revenue can be reliably measured. All revenue is stated net of the amount of goods and • computer hardware: 4 years services tax (GST). • motor vehicles: 6-7 years • office equipment: 5-6 years TRANSFORM AID INTERNATIONAL LTD | 2016-2017 FINANCIAL STATEMENTS 11 TRANSFORM AID INTERNATIONAL LTD | 2016-2017 FINANCIAL STATEMENTS 10

60 Transform Aid International FY2017TRANSFORM Annual ReportAID INTERNATIONAL LTD | 2016-2017 FINANCIAL STATEMENTS 11 61

Gains or losses arising on the disposal of property, plant and equipment and investment property are determined as the difference between the disposal proceeds and the carrying amount of the assets and are recognised in profit or loss within other income or other expenses. 3.7 Investment property

Investment properties are properties held to earn rentals and/or for capital appreciation and are accounted for using the fair value model. Investment properties are revalued periodically and are included in the statement of financial position at their open market value. These values are supported by market evidence and are determined by external professionals with sufficient experience. Any gain or loss resulting from either a change in fair value of the sale of the investment property is immediately recognised in Statement of Profit and loss.

Rental income and operating expenses from Investment Property are reported within other income on the face of the Statement of Profit and loss. 3.8 Intangible assets

i. Acquired intangible assets Acquired computer software development and licences are capitalised on the basis of the costs incurred to acquire and install the specific software.

ii. Subsequent measurement All intangible assets are accounted for using the cost model whereby capitalised costs are amortised on a straight-line basis over their estimated useful lives, as these assets are considered finite. Residual values and useful lives are reviewed at each reporting date. In addition, they are subject to impairment testing as described in Note 3.8. The following useful lives are applied:

• Software: 3-5 years Amortisation has been included within depreciation and amortisation. Subsequent expenditures on the maintenance of computer software and brand names are expensed as incurred. When an intangible asset is disposed of, the gain or loss on disposal is determined as the difference between the proceeds and the carrying amount of the asset, and is recognised in profit or loss within other income or other expenses. 3.9 Impairment of non-current assets

Cash-generating units to which goodwill has been allocated (determined by the Group’s management as equivalent to its operating segments) are tested for impairment at least annually. All other individual assets or cash-generating units are tested for impairment whenever events or changes in circumstances indicate that the carrying amount may not be recoverable. At each reporting date, the Group reviews the carrying values of its assets to determine whether there is any indication that those assets have been impaired. If such an indication exists, the recoverable amount of the asset, being the higher of the asset's fair value less costs to sell and value in use, is Financials compared to the asset's carrying value. Any excess of the asset's carrying value over its recoverableFinancials amount is expensed to the statement of profit or loss. 3.10 Employee benefits

i. Wages and salaries Liabilities for wages and salaries, including non-monetary benefits, expected to be settled within 12 months of the reporting date are recognised in respect of employees' services up to the reporting date and are measured at the amounts expected to be paid when the liabilities are settled. ii. throughLong servic promotione leave and inflation have been taken into account. iii. TheAnnual liability Leave for long service leave is recognised and measured at the present value of the Short-term employee benefits are current liabilities included in employee benefits, measured at estimated cash flows to be made in respect of all employees at the reporting date. In the undiscounted amount that the Group expects to pay as a result of the unused entitlement. Gains or losses arising on the disposal of property, plant and equipment and investment property are determining the present value of the liability, estimates of attrition rates and pay increases Annual leave is included in ‘other long-term benefit’ and discounted when calculating the leave determined as the difference between the disposal proceeds and the carrying amount of the assets through promotion and inflation have been taken into account. and are recognised in profit or loss within other income or other expenses. iii. liabilityAnnual as Leave the Group does not expect all annual leave for all employees to be used wholly within TRANSFORM AID INTERNATIONAL LTD | 2016-2017 FINANCIAL STATEMENTS 12 twelveShort-term (12) employeemonths of benefits the end are of currentreporting liabilities period. included Annual inleave employee liability benefits, is still presentedmeasured asat 3.7 Investment property thecurrent undiscounted liability foramount presentation that the Grouppurposes expects under to payAASB as a 101result Presentation of the unused of entitlement. Financial AnnualStatements. leave is included in ‘other long-term benefit’ and discounted when calculating the leave Investment properties are properties held to earn rentals and/or for capital appreciation and are iv. liabilitySuperannuation as the Group does not expect all annual leave for all employees to be used wholly within accounted for using the fair value model. Investment properties are revalued periodically and are Thetwelve Group (12) providesmonths of post the- employmentend of reporting benefits period. through Annual defined leave contribution liability is stillplans. presented Amount ass included in the statement of financial position at their open market value. These values are supported chargedcurrent liabilityto the income for presentation statement in purposesrespect of undersuperannuation AASB 101 represent Presentation the contributions of Financial paid by market evidence and are determined by external professionals with sufficient experience. Any gain orStatements. payable by the Group to the employees' superannuation funds. or loss resulting from either a change in fair value of the sale of the investment property is immediately 3.11 Incomeiv. Superannuation Tax recognised in Statement of Profit and loss. The Group provides post-employment benefits through defined contribution plans. Amounts Transformcharged Aid toInternational the income Ltd statement is a Public in resp Benevolentect of superannuation Institution and represent is exempt the contributionsfrom Income paidTax Rental income and operating expenses from Investment Property are reported within other income on pursuantor payableto section by 50 the-5, Group item 1.1 to theof the employees' Income T superannuationax Assessment Actfunds. 1997. the face of the Statement of Profit and loss. 3.11 Income Tax 3.8 Intangible assets Transform Aid International Ltd is a Public Benevolent Institution and is exempt from Income Tax pursuant to section 50-5, item 1.1 of the Income Tax Assessment Act 1997. i. Acquired intangible assets Acquired computer software development and licences are capitalised on the basis of the costs 3.12 Financial instruments incurred to acquire and install the specific software.

i. Recognition, initial measurement and derecognition ii. Subsequent measurement Financial assets and financial liabilities are recognised when the Group becomes a party to the All intangible assets are accounted for using the cost model whereby capitalised costs are amortised 3.12 contractualFinancial instrumentsprovisions of the financial instrument, and are measured initially at fair value adjusted by on a straight-line basis over their estimated useful lives, as these assets are considered finite. transactions costs, except for those carried at fair value through profit or loss, which are initially Residual values and useful lives are reviewed at each reporting date. In addition, they are subject to measuredi. Recognition, at fair value.initial measurement Subsequent measurementand derecognition of financial assets and financial liabilities are impairment testing as described in Note 3.8. The following useful lives are applied: Financialdescribed assetsbelow. and financial liabilities are recognised when the Group becomes a party to the • Software: 3-5 years Financialcontractual assets provisions are derecognised of the financial when instrument, the contractual and are rightsmeasured to the initially cash atflows fair valuefrom theadjusted financial by transactions costs, except for those carried at fair value through profit or loss, which are initially Amortisation has been included within depreciation and amortisation. asset expire, or when the financial asset and all substantial risks and rewards are transferred. A financialmeasured liability at fair is value.derecognised Subsequent when it measurementis extinguished, of discharged, financial assets cancelled and orfinancial expires. liabilities are Subsequent expenditures on the maintenance of computer software and brand names are expensed described below. 3.13 Classification and subsequent measurement of financial assets as incurred. Financial assets are derecognised when the contractual rights to the cash flows from the financial When an intangible asset is disposed of, the gain or loss on disposal is determined as the difference assetFor the expire, purpose or whenof subsequent the financial measurement, asset and all financial substantial assets risks other and thanrewards those are designatedtransferred. and A between the proceeds and the carrying amount of the asset, and is recognised in profit or loss within financialeffective liabilityas hedging is derecognised instruments whenare classified it is extinguished, into the following discharged, catego cancelledries upon or initial expires. recognition: other income or other expenses. 3.13 Classification• loans and and receivables subsequent measurement of financial assets 3.9 Impairment of non-current assets • financial assets at fair value through profit or loss (‘FVTPL’) For the purpose of subsequent measurement, financial assets other than those designated and Cash-generating units to which goodwill has been allocated (determined by the Group’s management Theeffective category as hedging determines instruments subsequent are classified measurement into the and following whether catego any resultingries upon income initial recognition:and expense is as equivalent to its operating segments) are tested for impairment at least annually. All other recognised• in profit or loss or in other comprehensive income. individual assets or cash-generating units are tested for impairment whenever events or changes in loans and receivables circumstances indicate that the carrying amount may not be recoverable. All financial• financial assets assets except at f airfor vthosealue t hroughat FVTPL profit are or subjectloss (‘FVTPL’) to review for impairment at least at each reporting date to identify whether there is any objective evidence that a financial asset or a group of At each reporting date, the Group reviews the carrying values of its assets to determine whether there Thefinancial category assets determines is impaired. subsequent Different measurementcriteria to determine and whether impairment any resulting are applied income for each and categoryexpense ofis is any indication that those assets have been impaired. If such an indication exists, the recoverable recognisedfinancial assets, in profit which or loss are orde scribedin other below.comprehensive income. amount of the asset, being the higher of the asset's fair value less costs to sell and value in use, is All financial assets except for those at FVTPL are subject to review for impairment at least at each compared to the asset's carrying value. Any excess of the asset's carrying value over its recoverable All income and expenses relating to financial assets that are recognised in profit or loss are presented reporting date to identify whether there is any objective evidence that a financial asset or a group of amount is expensed to the statement of profit or loss. within finance costs or finance income, except for impairment of trade receivables which is presented withinfinancial other assets expenses. is impaired. Different criteria to determine impairment are applied for each category of 3.10 Employee benefits financial assets, which are described below. i. Loans and receivables All income and expenses relating to financial assets that are recognised in profit or loss are presented i. Wages and salaries Liabilities for wages and salaries, including non-monetary benefits, expected to be settled within withinLoans financeand receivables costs or arefinance non -income,derivative except financial for assetsimpairment with fixedof trade or determinablereceivables which payments is presented that are 12 months of the reporting date are recognised in respect of employees' services up to the withinnot quoted other inexpenses. an active market. After initial recognition, these are measured at amortised cost using the effective interest method, less provision for impairment. Discounting is omitted where the effect of reporting date and are measured at the amounts expected to be paid when the liabilities are i. Loans and receivables settled. discounting is immaterial. The Group’s cash and cash equivalents, trade and most other receivables ii. Long service leave fallLoans into and this receivables category of arefinancial non-derivative instruments. financial assets with fixed or determinable payments that are The liability for long service leave is recognised and measured at the present value of the Individuallynot quoted insignificant an active receivabl market. es After are initialconsidered recognition, for impairment these are measuredwhen they atare amortised past due cost or whenusing estimated cash flows to be made in respect of all employees at the reporting date. In TRANSFORM AIDotherthe INTERN effective objectiveATIONAL interest evidence LTD method, | 2016 is received-2017 less FINANCIAL provision that a specific STATEfor impairment.MENTS counterparty Discounting will default. is omitted Receivables where thethat effect are not of13 determining the present value of the liability, estimates of attrition rates and pay increases considereddiscounting tois beimmaterial. individually The impaired Group’s are cash reviewed and cash for impairment equivalents, in tradegroups, and which most ar othere determined receivables by reference to the industry and region of a counterparty and other shared credit risk characteristics. The TRANSFORM AID INTERNATIONAL LTD | 2016-2017 FINANCIAL STATEMENTS 12 impairment loss estimate is then based on recent historical counterparty default rates for each 62 Transform Aid International FY2017TRANSFORM Annual ReportAIDidentified INTERN group.ATIONAL LTD | 2016-2017 FINANCIAL STATEMENTS 13 63

ii. Financial assets at FVTPL Financial assets at FVTPL include financial assets that are either classified as held for trading or that meet certain conditions and are designated at FVTPL upon initial recognition. Assets in this category are measured at fair value with gains or losses recognised in profit or loss. The fair values of financial assets in this category are determined by reference to active market transactions or using a valuation technique where no active market exists. iii. Classification and subsequent measurement of financial liabilities The Group’s financial liabilities include borrowings and trade and other payables. Financial liabilities are measured subsequently at amortised cost using the effective interest method, except for financial liabilities held for trading or designated at FVTPL, that are carried subsequently at fair value with gains or losses recognised in profit or loss. All interest-related charges and, if applicable, changes in an instrument’s fair value that are reported in profit or loss are included within finance costs or finance income. 3.14 Deferred income

The liability for deferred income is the unutilised amounts of grants received on the condition that specified services are delivered or conditions are fulfilled. The services are usually provided or the conditions usually fulfilled within twelve (12) months of receipt of the grant. Where the amount received is in respect of services to be provided over a period that exceeds twelve (12) months after the reporting date or the conditions will only be satisfied more than twelve (12) months after the reporting date, the liability is discounted and presented as non-current. 3.15 Goods and Services Tax (GST)

Revenues, expenses and assets are recognised net of the amount of GST, except where the amount of GST incurred is not recoverable from the Tax Office. In these circumstances the GST is recognised as part of the cost of acquisition of the asset or as part of an item of the expense. Receivables and payables in the statement of financial position are shown inclusive of GST. Cash flows are presented in the statement of cash flows on a gross basis, except for the GST components of investing and financing activities, which are disclosed as operating cash flows. 3.16 Significant management judgement in applying accounting policies

When preparing the financial statements, management undertakes a number of judgements, estimates and assumptions about the recognition and measurement of assets, liabilities, income and expenses. i. Estimation uncertainty Information about estimates and assumptions that have the most significant effect on recognition and measurement of assets, liabilities, income and expenses is provided below. Actual results may be substantially different.

TRANSFORM AID INTERNATIONAL LTD | 2016-2017 FINANCIAL STATEMENTS 14

ii. Impairment ii. Impairment Financials In assessing impairment, management estimates the recoverable amount of each asset or cash- generatingIn assessing unit impairment, based on managementexpected future estimates cash flows the andrecoverable uses an amount interest of rate each to assetdiscount or them.cash- generatingEstimation uncertaintyunit based relateson expected to assumptions future cash about flows future and operating uses an results interest and rate the todetermination discount them. of a Estimation uncertainty relates to assumptions about future operating results and the determination of a suitable discount rate. suitable discount rate. iii. Useful lives of depreciable assets iii.ii. UsefulImpairment lives of depreciable assets fall into this category of financial instruments. Managementii.In assessingImpairment reviewsimpairment, its estimatemanagement of the estimates useful lives the ofrecoverable depreciable amount assets ofat eacheach assetreporting or cashdate,- basedManagement on the reviewsexpected its utilityestimate of theof theassets. useful Uncertainties lives of depreciable in these assets estimates at each relate reporting to technical date, basedgeneratingIn assessing on theunit impairment,expected based on utility managementexpected of the future assets. estimates cash Uncertainties flows the andrecoverable uses in these an amount interest estimates of rate each relateto assetdiscount to technicalor them.cash- Individually significant receivables are considered for impairment when they are past due or when obsolescenceEstimation uncertainty that may relates change to the assumptions utility of certain about software future operating and IT equipment. results and the determination of a other objective evidence is received that a specific counterparty will default. Receivables that are not obsolescencegenerating unit that based may onchange expected the utility future of certaincash flows software and anduses IT anequipment. interest rate to discount them. iv.Estimationsuitable Long discount s uncertaintyervice rate. leave relates to assumptions about future operating results and the determination of a considered to be individually impaired are reviewed for impairment in groups, which are determined by iv.suitable Long discount service rate. leave referencefall into this to category the industry of financial and region instruments. of a counterparty and other shared credit risk characteristics. The iii.The Usefulliability livesfor long of depreciableservice leave assets is recognised and measured at the present value of the estimated impairment loss estimate is then based on recent historical counterparty default rates for each The liability for long service leave is recognised and measured at the present value of the estimated Individually significant receivables are considered for impairment when they are past due or when iii.cash Useful flows tolives be ofmade depreciable in respect assets of all employees at the reporting date. In determining the present identified group. cashManagement flows to reviewsbe made its in estimaterespect ofof allthe employees useful lives at theof depreciablereporting date. assets In determiningat each reporting the present date, other objective evidence is received that a specific counterparty will default. Receivables that are not value of the liability, estimates of attrition rates and pay increases through promotion and inflation have valueManagementbased of on the the liability, reviewsexpected estimate its utilityestimates of of attrition theof theassets. rates useful and Uncertainties lives pay ofincreases depreciable in throughthese assets estimates promotion at each relate and reporting inflation to technical date,have considered to be individually impaired are reviewed for impairment in groups, which are determined by been taken into account. beenbasedobsolescence taken on the into thatexpected account. may change utility theof theutility assets. of certain Uncertainties software and in IT these equipment. estimates relate to technical reference to the industry and region of a counterparty and other shared credit risk characteristics. The obsolescencev. Fair value that may change the utility of certain software and IT equipment. impairment loss estimate is then based on recent historical counterparty default rates for each v.iv. FairLong v alueservice leave identified group. iv.Investment Long s erviceproperties leave and financial assets are held at fair value. Whilst professionals are used to TheInvestment liability propertiesfor long service and financialleave is assetsrecognised are heldand measuredat fair value. at the Whilst present professionals value of the are estimated used to cashassist flows in the to valuation be made process, in respect the ofmodels all employees are subject at theto assumptions reporting date. which In maydetermining affect the the valuation. present ii. Financial assets at FVTPL TheAsassist at liability 30 in Junethe forvaluation 2017 long, thereservice process, is noleave thesignificant ismodels recognised risk are identified subject and measured to in assumptions relation at tothe these whichpresent assets. may value affect of thethe estimatedvaluation. cashvalueAs at flows30of theJune to liability, be2017 made, estimatethere in isrespect nos of significant attrition of all employeesrates risk identifiedand pay at theincreases in relationreporting through to date.these promotion assets.In determining and inflation the present have

Financial assets at FVTPL include financial assets that are either classified as held for trading or that valuebeen takenof the intoliability, account. estimate s of attrition rates and pay increases through promotion and inflation have NOTE 4 NATURE AND OBJECTS OF ORGANISATION meet certain conditions and are designated at FVTPL upon initial recognition. NOTE 4 v.beenNATURE Fair taken v alueAND into account. OBJECTS OF ORGANISATION On the 18th April 2013, Australian Baptist World Aid Inc. changed its legal status from an incorporated Assets in this category are measured at fair value with gains or losses recognised in profit or loss. v. Fair value ii. Financial assets at FVTPL associationOnInvestment the 18th propertiesAprilto a 2013, company and Australian financial structure Baptist assets and World aresubsequently Aidheld Inc. at changedfair receivedvalue. its Whilst legal approval status professionals from anthe incorporatedare Australian used to The fair values of financial assets in this category are determined by reference to active market associationassist in the valuationto a company process, structure the models and are subsequently subject to assumptions received approvalwhich may from affect the the Australianvaluation. Financial assets at FVTPL include financial assets that are either classified as held for trading or that GovernmentInvestment properties as a Deductible and financial Gift Recipient assets are (DGR). held at Transform fair value. AiWhilstd International professionals Ltd commencedare used to transactions or using a valuation technique where no active market exists. GovernmentAs at 30 June as 2017 a ,Deductible there is no Giftsignificant Recipient risk identified(DGR). Transformin relation toAi thesed International assets. Ltd commenced meet certain conditions and are designated at FVTPL upon initial recognition. operationsassist in the under valuation the new process, company the modelsstructure are from subject 23rd toJuly assumptions 2013. which may affect the valuation. iii. Classification and subsequent measurement of financial liabilities operations As at 30 June under 2017 the, therenew companyis no significant structure risk from identified 23rd July in relation 2013. to these assets. Assets in this category are measured at fair value with gains or losses recognised in profit or loss. Baptist World Aid Australia Ltd, a wholly-owned subsidiary of Transform Aid International Ltd, was NOTE 4 Baptist NATURE World AND Aid OBJECTS Australia Ltd,OF aORGANISATION wholly-owned subsidiary of Transform Aid International Ltd, was The Group’sfair values financial of financial liabilities assets include in borrowings this category and aretrade determined and other payableby references. to active market established and registered as a Charity organisation on the 8th of August 2013. NOTE 4 establishedOnNATURE the 18th AND andApril registered OBJECTS2013, Australian as OFa Charity ORGANISATION Baptist organisation World Aid onInc. the changed 8th of Augustits legal 2013. status from an incorporated Financialtransactions liabilities or using are a measuredvaluation technique subsequently where at no amortised active market cost using exists. the effective interest method, association to a company structure and subsequently received approval from the Australian except for financial liabilities held for trading or designated at FVTPL, that are carried subsequently at On the 18th April 2013, Australian Baptist World Aid Inc. changed its legal status from an incorporated iii. Classification and subsequent measurement of financial liabilities Government as a Deductible Gift Recipient (DGR). Transform Aid International Ltd commenced fair value with gains or losses recognised in profit or loss. association to a company structure and subsequently received approval from the Australian NOTE 5 operationsNON-MONETARY under the newGIFTS company AND structureDONATIONS from 23rd July 2013. The Group’s financial liabilities include borrowings and trade and other payables. NOTE 5 NONGovernment-MONETARY as a Deductible GIFTS AND Gift DONATIONSRecipient (DGR). Transform Aid International Ltd commenced All interest-related charges and, if applicable, changes in an instrument’s fair value that are reported in BaptistoperationsThe work World of under Transform Aid the Australia new Aid company InternationalLtd, a structurewholly Ltd-owned isfrom supported 23rdsubsidiary July by 2013. aof large Transform number Aid of Internationalvolunteers each Ltd, year. was Financial liabilities are measured subsequently at amortised cost using the effective interest method, The work of Transform Aid International Ltd is supported by a large number of volunteers each year. profit or loss are included within finance costs or finance income. establishedThe contributions and registered from volunteers, as a Charity through organisation regular mailon the opening, 8th of August screening 2013. of children's mail, book- except for financial liabilities held for trading or designated at FVTPL, that are carried subsequently at BaptistkeepingThe contributions ,World project Aid assistance, fromAustralia volunteers, Ltd,etc. amean whollythrough that-owned regularthe Group subsidiary mail is opening, able of to Transform deliverscreening a greaterAid of Internationalchildren's proportion mail, Ltd, of book cashwas- 3.14 Deferred income established and registered as a Charity organisation on the 8th of August 2013. fair value with gains or losses recognised in profit or loss. donationskeeping, project directly assistance, to its field projects. etc. mean that the Group is able to deliver a greater proportion of cash The liability for deferred income is the unutilised amounts of grants received on the condition that donations directly to its field projects. All interest-related charges and, if applicable, changes in an instrument’s fair value that are reported in During the year ended 30th June 2017, 7,857 volunteer hours were provided to the Group by 60 specified services are delivered or conditions are fulfilled. The services are usually provided or the NOTE 5 NON-MONETARY GIFTS AND DONATIONS profit or loss are included within finance costs or finance income. During volunteers the (FY201year ended6: 10,042 30th hoursJune 201provided7, 7,857 by volunteer76 volunteers) hours atwere a commercial provided to value the Groupof $206,625 by 60 conditions usually fulfilled within twelve (12) months of receipt of the grant. Where the amount received NOTE 5 TheNON(FY201volunteers work-MONETARY6: $of 247,961(FY201 Transform6).: GIFTS10,042Of Aid this International ANDhoursamount DONATIONSprovided $39 Ltd,698 is by issupported 76considered volunteers) by arecognised large at a number commercial development of volunteers value expenditure of each $206,625 year. for 3.14 isDeferred in respect income of services to be provided over a period that exceeds twelve (12) months after the Thethe(FY201 purpose contributions6: $247,961 of assessing from). Of volunteers, thisthe Group'samount through entitlement$39,698 regular is forconsidered mailGovernment opening, recognised funding screening development(FY201 of children's6: $39,404 expenditure mail,). book for- reporting date or the conditions will only be satisfied more than twelve (12) months after the reporting The work of Transform Aid International Ltd is supported by a large number of volunteers each year. The liability for deferred income is the unutilised amounts of grants received on the condition that keepingthe purpose, project of assessing assistance, the etc.Group's mean entitlement that the Group for Government is able to fundingdeliver a(FY201 greater6: $proportion39,404). of cash date, the liability is discounted and presented as non-current. The contributions from volunteers, through regular mail opening, screening of children's mail, book- specified services are delivered or conditions are fulfilled. The services are usually provided or the donationskeeping , project directly assistance, to its field projects. etc. mean that the Group is able to deliver a greater proportion of cash conditions usually fulfilled within twelve (12) months of receipt of the grant. Where the amount received 3.15 Goods and Services Tax (GST) Duringdonations the directly year ended to its field30th projects. June 201 7, 7,857 volunteer hours were provided to the Group by 60 is in respect of services to be provided over a period that exceeds twelve (12) months after the volunteers (FY2016: 10,042 hours provided by 76 volunteers) at a commercial value of $206,625 reportingRevenues, date expenses or the conditionsand assets will are only recognised be satisfied net moreof the thanamount twelve of GST,(12) monthsexcept whereafter the the reporting amount During the year ended 30th June 2017, 7,857 volunteer hours were provided to the Group by 60 (FY2016: $247,961). Of this amount $39,698 is considered recognised development expenditure for date,of GST the incurred liability is notdiscounted recoverable and presentedfrom the Tax as nonOffice.-current. In these circumstances the GST is recognised volunteers (FY2016: 10,042 hours provided by 76 volunteers) at a commercial value of $206,625 as part of the cost of acquisition of the asset or as part of an item of the expense. Receivables and (FY201the purpose6: $247,961 of assessing). Of thisthe Group'samount entitlement$39,698 is forconsidered Government recognised funding development(FY2016: $39,404 expenditure). for 3.15 Goods and Services Tax (GST) payables in the statement of financial position are shown inclusive of GST. NOTE 6 OTHERthe purpose INCOME of assessing the Group's entitlement for Government funding (FY2016: $39,404). NOTE 6 OTHER INCOME CashRevenues, flows expenses are presented and assets in the are statement recognised of netcash of flowsthe amount on a grossof GST, basis, except except where for the the amount GST Total other income for the year is $12,896 (FY2016: $11,463). Other income comprise of income from

componentsof GST incurred of investing is not recoverable and financing from activities, the Tax Office.which areIn these disclosed circumstances as operating the cash GST flows. is recognised deputationsTotal other income and resource for the salesyear .is $12,896 (FY2016: $11,463). Other income comprise of income from as part of the cost of acquisition of the asset or as part of an item of the expense. Receivables and deputations and resource sales. 3.16 Significant management judgement in applying accounting policies payables in the statement of financial position are shown inclusive of GST. NOTE 7 COMMUNITY EDUCATION CashWhen flowspreparing are presentedthe financial in the statements, statement ofmanagement cash flows undertakeson a gross abasis, number except of forjudgements, the GST NOTE 7 COMMUNITY EDUCATION estimates and assumptions about the recognition and measurement of assets, liabilities, income and NOTE 6 OTHER INCOME components of investing and financing activities, which are disclosed as operating cash flows. Community education expenditures include all costs related to informing and educating the Australian expenses. NOTE 6 TotalOTHERcommunity other INCOME incomeof, and for inviting the year their is active$12,896 involvement (FY2016: $in11,463 global). justice,Other income development comprise and of humanitarianincome from 3.16 Significant management judgement in applying accounting policies TRANSFORM AID INTERNATIONAL LTD | 2016-2017 FINANCIAL STATEMENTS 15 TRANSFORM AIDdeputationsissues. INTERN ThisATIONAL and includes resource LTD | 2016the sales -2017costs. FINANCIAL of research, STATE producingMENTS and distributing materials, the cost of15 i. Estimation uncertainty Total other income for the year is $12,896 (FY2016: $11,463). Other income comprise of income from When preparing the financial statements, management undertakes a number of judgements, deputationsconducting educational and resource campaigns sales. and the cost of personnel involved in these activities. estimatesInformation and about assumptions estimates aboutand assumptions the recognition that andhave measurement the most significant of assets, effect liabilities, on recognition income and measurement of assets, liabilities, income and expenses is provided below. Actual results may be NOTE 7 COMMUNITYThe total amount EDUCATION of $943,580 are classified as Recognised Development Expenditure. expenses.

substantially different. NOTE 7 COMMUNITY EDUCATION i. Estimation uncertainty ii. Impairment TRANSFORM AID INTERNATIONAL LTD | 2016-2017 FINANCIAL STATEMENTS 15 Information about estimates and assumptions that have the most significant effect on recognition and measurementIn assessing impairment,of assets, liabilities, management income estimates and expenses the recoverable is provided amount below. of Actual each resultsasset ormay cash be- TRANSFORM AID INTERNATIONAL LTD | 2016-2017 FINANCIAL STATEMENTS 15

substantiallygenerating unit different. based on expected future cash flows and uses an interest rate to discount them. TRANSFORM AIDEstimation INTERNATIONAL uncertainty LTD |relates 2016-2017 to assumptions FINANCIAL STATE aboutMENTS future operating results and the determination of a14 suitable discount rate.

iii. Useful lives of depreciable assets TRANSFORM AIDManagement INTERNATIONAL reviews LTD |its 2016 estimate-2017 FINANCIAL of the useful STATE livesMENTS of depreciable assets at each reporting date,14 based on the expected utility of the assets. Uncertainties in these estimates relate to technical 64 obsolescence that may change the utility of certain software and IT equipment. Transform Aid International FY2017 Annual Report new credit line to come65 HAITI iv. Long service leave The liability for long service leave is recognised and measured at the present value of the estimated cash flows to be made in respect of all employees at the reporting date. In determining the present value of the liability, estimates of attrition rates and pay increases through promotion and inflation have been taken into account. v. Fair value Investment properties and financial assets are held at fair value. Whilst professionals are used to assist in the valuation process, the models are subject to assumptions which may affect the valuation. As at 30 June 2017, there is no significant risk identified in relation to these assets.

NOTE 4 NATURE AND OBJECTS OF ORGANISATION

On the 18th April 2013, Australian Baptist World Aid Inc. changed its legal status from an incorporated association to a company structure and subsequently received approval from the Australian Government as a Deductible Gift Recipient (DGR). Transform Aid International Ltd commenced operations under the new company structure from 23rd July 2013. Baptist World Aid Australia Ltd, a wholly-owned subsidiary of Transform Aid International Ltd, was established and registered as a Charity organisation on the 8th of August 2013.

NOTE 5 NON-MONETARY GIFTS AND DONATIONS

The work of Transform Aid International Ltd is supported by a large number of volunteers each year. The contributions from volunteers, through regular mail opening, screening of children's mail, book- keeping, project assistance, etc. mean that the Group is able to deliver a greater proportion of cash donations directly to its field projects. During the year ended 30th June 2017, 7,857 volunteer hours were provided to the Group by 60 volunteers (FY2016: 10,042 hours provided by 76 volunteers) at a commercial value of $206,625 (FY2016: $247,961). Of this amount $39,698 is considered recognised development expenditure for the purpose of assessing the Group's entitlement for Government funding (FY2016: $39,404).

NOTE 6 OTHER INCOME

Total other income for the year is $12,896 (FY2016: $11,463). Other income comprise of income from deputations and resource sales. TRANSFORM AID INTERNATIONAL LTD | 2016-2017 FINANCIAL STATEMENTS 16

NOTE 7 COMMUNITY EDUCATION

TRANSFORM AID INTERNATIONAL LTD | 2016-2017 FINANCIAL STATEMENTS 15

2017 2016

NOTE 8 CASH AND CASH EQUIVALENTS

The cash and cash equivalents amount in the balance sheet is represented by:

• Cash at bank 2,793,936 2,566,983 • Cash on hand 7,893 7,622 • Cash on restricted accounts 244,921 262,186 • Cash on short-term deposits - 1,050,586 3,046,750 3,887,377

NOTE 9 TRADE AND OTHER RECEIVABLES

Trade and other receivables amount in the balance sheet is represented by:

• Accounts receivables - 2,832 • Project prepayments 362,800 444,704 • Prepaid expenses 55,555 37,281 • Prepaid corporate cards 36,197 20,215 • Sundry debtors 262 (1,273) • Un-acquitted travel 1,403 - • Receivables from Dhaka office - 6 • GST paid 62,580 64,815 • Refund from overseas partners 2,685 - • Receivable from Asia Pacific Baptist Federation 6,648 - 528,130 568,580

NOTE 10 FINANCIAL ASSETS

Financial assets amount in the balance sheet is represented by:

• Restricted term deposit 1,750,929 1,700,000 1,750,929 1,700,000

NOTE 11 PROPERTY, PLANT AND EQUIPMENT

Property, plant and equipment movements during the year were as follows:

WDV* at Disposals/ Revaluation/ WDV at 1/07/2016 Additions Write off (Depreciation) 30/06/2017 Financials Financials

Buildings 3,896,897 - - (105,069) 3,791,828 Computer hardware 110,050 13,027 - (52,449) 70,628 Furniture and fittings 103,347 560 - (24,810) 79,097 Office equipment 4,968 1,664 - (3,361) 3,271 Motor vehicles 126,883 50,387 (51,868) (23,318) 102,084 4,242,145 65,638 (51,868) (209,007) 4,046,907

* WDV = written down value

2017 2016

NOTE 8 CASH AND CASH EQUIVALENTS NOTE 12 INVESTMENT PROPERTY

The cash and cash equivalents amount in the balance sheet is represented by: Investment properties movements during the year were as follows: TRANSFORM AID INTERNATIONAL LTD | 2016-2017 FINANCIAL STATEMENTS 17 • Cash at bank 2,793,936 2,566,983 WDV* at Disposals/ Revaluation / WDV at

• Cash on hand 7,893 7,622 1/07/2016 Additions Transfers Write off (Depreciation) 30/06/2017 • Cash on restricted accounts 244,921 262,186 Investment • Cash on short-term deposits - 1,050,586 880,804 - - - - 880,804 property 3,046,750 3,887,377 880,804 - - - - 880,804

NOTE 9 TRADE AND OTHER RECEIVABLES * WDV = written down value Trade and other receivables amount in the balance sheet is represented by: NOTE 13 INTANGIBLES • Accounts receivables - 2,832 • Project prepayments 362,800 444,704 Intangibles movements during the year were as follows: • Prepaid expenses 55,555 37,281 • Prepaid corporate cards 36,197 20,215 WDV* at Transfer Disposals/ Amortisation/ WDV at • Sundry debtors 262 (1,273) 1/07/2016 Additions from WIP Write off Depreciation 30/06/2017 • Un-acquitted travel 1,403 - Computer 272,608 141,698 474,174 - (239,486) 648,994 • Receivables from Dhaka office - 6 software • GST paid 62,580 64,815 • Refund from overseas partners 2,685 - 272,608 141,698 474,174 - (239,486) 648,994 • Receivable from Asia Pacific Baptist Federation 6,648 -

528,130 568,580 * WDV = written down value

NOTE 10 FINANCIAL ASSETS NOTE 14 OTHER NON-CURRENT ASSETS Financial assets amount in the balance sheet is represented by:

• Restricted term deposit 1,750,929 1,700,000 Other non-current assets amount in the balance sheet is represented by: 1,750,929 1,700,000 Balance at Transfer to Balance at 30/06/2016 Intangibles 30/06/2017 NOTE 11 PROPERTY, PLANT AND EQUIPMENT Capital work in progress - Intangibles 474,174 (474,174) - Property, plant and equipment movements during the year were as follows: 474,174 (474,174) - WDV* at Disposals/ Revaluation/ WDV at 1/07/2016 Additions Write off (Depreciation) 30/06/2017

2017 2016 Buildings 3,896,897 - - (105,069) 3,791,828 NOTE 15 TRADE AND OTHER PAYABLES Computer hardware 110,050 13,027 - (52,449) 70,628 Furniture and fittings 103,347 560 - (24,810) 79,097 Trade and other payables amount in the balance sheet is represented by: Office equipment 4,968 1,664 - (3,361) 3,271 • Motor vehicles 126,883 50,387 (51,868) (23,318) 102,084 Accounts payable 251,075 335,895 • 4,242,145 65,638 (51,868) (209,007) 4,046,907 Other short-term liabilities 122,426 106,400 • Employment liabilities 110 35,621 • Overseas projects short term liability 118,484 - * WDV = written down value 492,095 477,916

NOTE 12 INVESTMENT PROPERTY

2017 2016 TRANSFORM AID INTERNATIONAL LTD | 2016-2017 FINANCIAL STATEMENTS 17 66 Transform Aid International FY2017 Annual Report 67

TRANSFORM AID INTERNATIONAL LTD | 2016-2017 FINANCIAL STATEMENTS 18

InvestmentInvestment properties properties movements movements during during the the year year were were as as follows: follows: NOTE 16 CURRENT PROVISIONS WDV*WDV* at at Disposals/Disposals/ RevaluationRevaluation / / WDVWDV at at 1/07/20161/07/2016 AdditionsAdditions TransfersTransfers WriteWrite off off (Depreciation(Depreciation) ) 30/06/201730/06/2017 Current provisions amount in the balance sheet is represented by: • InvestmentInvestment Provisions for annual leave 328,816 345,668 880,804880,804 ------880,804880,804 • propertyproperty Provisions for long service leave 44,621 63,270 (short term) 880,804880,804 ------880,804880,804 • Payroll clearing account 722 - 374,159 408,938

* WDV* WDV = =written written down down value value NOTE 17 FINANCIAL LIABILITIES NOTENOTE 1 313 INTANGIBLESINTANGIBLES Financial liabilities amount in the balance sheet is represented by: IntangiblesIntangibles movements movements during during the the year year were were as as follows: follows: • Provisions on forward exchange contracts 63,996 30,540 WDV*WDV* at at TransferTransfer Disposals/Disposals/ Amortisation/Amortisation/ WDVWDV at at • Purchasing card payables 22,384 34,059 1/07/20161/07/2016 AdditionsAdditions fromfrom WIP WIP WriteWrite off off DepreciationDepreciation 30/06/201730/06/2017 86,380 64,599 ComputerComputer 272,608272,608 141,69141,698 8 474,174474,174 - - (239,48(239,486)6 ) 648,994648,994 NOTE 18 CURRENT BORROWINGS softwaresoftware

272,608272,608 141,69141,698 8 474,174474,174 - - (239,48(239,486)6 ) 648,994648,994 Current borrowings amount in the balance sheet is represented by: • NAB secured loan (short term) - 100,000

- 100,000 * WDV* WDV = =written written down down value value

NOTE 19 TAX LIABILITIES NOTENOTE 1 414 OTHEROTHER NON NON-CURRENT-CURRENT ASSETS ASSETS Tax liabilities amount in the balance sheet is represented by:

OtherOther non non-current-current assets assets amount amount in in the the balance balance sheet sheet is is represented represented by: by: • GST collected 183 1,624 • BalanceBalance at at TransferTransfer to to BalanceBalance at at PAYG/HECS withheld 50,557 47,574 3030/0/06/20166/2016 IntangiblesIntangibles 30/06/201730/06/2017 50,740 49,198

CapitalCapital work work in in progress progress - Intangibles- Intangibles 474,174474,174 (474,174)(474,174) - - NOTE 20 OTHER CURRENT LIABILITIES

474,174474,174 (474,174)(474,174) - - Other current liabilities amount in the balance sheet is represented by:

• Un-acquitted Australian grants - 2,610 - 2,610 20172017 20162016

NOTENOTE 1 515 TRADETRADE AND AND OTHER OTHER PAYABLES PAYABLES NOTE 21 NON-CURRENT PROVISIONS

Financials TradeTrade and and other other payables payables amount amount in in the the balance balance sheet sheet is is represented represented by: by: Non-current provisions amount in the balance sheet is represented by: Financials • • • AccountsAccounts payable payable 251,07251,075 5 335,895335,895 Long service leave provisions (long term) 136,819 127,041 • • OtherOther short short-term-term liabilities liabilities 122,426122,426 106,400106,400 136,819 127,041 • • EmploymentEmployment liabilities liabilities 110110 35,62135,621 • • OverseasOverseas p rojectsprojects short short term term liability liability 118,484118,484 - - NOTE 22 NON-CURRENT BORROWINGS 492,095492,095 477,916477,916 Non-current borrowings amount in the balance sheet is represented by:

• NAB secured loan (long term) - 1,750,000 - 1,750,000

20172017 20162016 2017 2016 NOTE 23 OTHER FINANCIAL LIABILITIES NOTE 16 CURRENT PROVISIONS

TRANSFORMTRANSFORM AIDCurrent AID INTERN INTERN provisionsATIONALATIONAL LTDamount LTD | 2016| 2016 in- 2017the-2017 balanceFINANCIAL FINANCIAL sheet STATE STATE is representedMENTSMENTS by: 1818 Other financial liabilities amount in the balance sheet is represented by: TRANSFORM AID INTERNATIONAL LTD | 2016-2017 FINANCIAL STATEMENTS 19

• Provisions for annual leave 328,816 345,668 • Project vehicle replacement - 29,967 • Provisions for long service leave 44,621 63,270 - 29,967 (short term) • Payroll clearing account 722 - NOTE 24 RECONCILIATION OF TOTAL FUNDS 374,159 408,938 Opening balance 5,504,059 4,448,582 Surplus for the year 746,902 1,055,477 NOTE 17 FINANCIAL LIABILITIES Closing balance 6,250,961 5,504,059

Financial liabilities amount in the balance sheet is represented by: NOTE 25 FUNDS AND RESERVES • Provisions on forward exchange contracts 63,996 30,540 • Purchasing card payables 22,384 34,059 FUNDS 86,380 64,599 (a) General Funds

NOTE 18 CURRENT BORROWINGS Community development fund 1,031,673 437,916 Non-deductible giving fund 35,401 45,283 Current borrowings amount in the balance sheet is represented by: Where needed most fund 2,269,283 671,539 • NAB secured loan (short term) - 100,000 Organisational development fund - 44,999 - 100,000 TAI income generation fund 83,613 - 3,419,970 1,199,737 NOTE 19 TAX LIABILITIES (b) Designated Funds Tax liabilities amount in the balance sheet is represented by: Matching grants fund 81,402 513,624 • GST collected 183 1,624 BUPNG village health volunteer training project - 47,094 • PAYG/HECS withheld 50,557 47,574 Raptipari community health & development project 25,647 26,809 50,740 49,198 Ethnic community prevention project Solomon Islands capacity building project - 41,987 NOTE 20 OTHER CURRENT LIABILITIES 37,437 - Other current liabilities amount in the balance sheet is represented by: 144,486 629,514

• Un-acquitted Australian grants - 2,610 (c) Restricted Funds - 2,610 Sponsorship funds 22,357 820,297 NOTE 21 NON-CURRENT PROVISIONS Solomon Islands flash flood project - 2,788 Middle east crises projects 228,341 286,545 Non-current provisions amount in the balance sheet is represented by: Cyclone PAM projects 60,556 119,597 • Long service leave provisions (long term) 136,819 127,041 Nepal earthquake projects 349,403 451,465 136,819 127,041 East Africa drought projects - 50,679 True Vine non-formal education 30,000 -

NOTE 22 NON-CURRENT BORROWINGS Fund for Africa 1,995,849 1,943,437 2,686,505 3,674,808

Non-current borrowings amount in the balance sheet is represented by: (d) RESERVES • NAB secured loan (long term) - 1,750,000 - 1,750,000 Reserves 3,511,360 3,511,360 3,511,360 3,511,360

2017 2016 NOTE 26 FOREIGN CURRENCY NOTE 23 OTHER FINANCIAL LIABILITIES The Group also holds a small amount of foreign currencies for use by staff when travelling to overseas Transform Aid International FY2017 Annual Reportprograms. 68 69 TRANSFORM AID INTERNATIONAL LTD | 2016-2017 FINANCIAL STATEMENTS 19

TRANSFORM AID INTERNATIONAL LTD | 2016-2017 FINANCIAL STATEMENTS 20

Other financial liabilities amount in the balance sheet is represented by: All assets denominated in foreign currencies have been restated in the accounts at their Australian dollar equivalents as at 30th June 2017. Resulting gains or losses have been recognised in • Project vehicle replacement - 29,967 determining the reported excess/shortfall recorded in the income statement. - 29,967

NOTE 27 CONTROLLED ENTITIES NOTE 24 RECONCILIATION OF TOTAL FUNDS 1. Baptist World Aid Australia Ltd (Company Limited by Guarantee) Opening balance 5,504,059 4,448,582 A.B.N: 86 164 099 736 Surplus for the year 746,902 1,055,477 Suite 4.03, 32 Delhi Road, North Ryde, NSW 2113, Australia. Closing balance 6,250,961 5,504,059 2. Baptist World Aid Australia Public Ancillary Fund A.B.N: 77 507 629 093 NOTE 25 FUNDS AND RESERVES Suite 4.03, 32 Delhi Road, North Ryde, NSW 2113, Australia.

FUNDS 3. Transform Aid International Bangladesh Registered in NGO Affairs Bureau Bangladesh, Registration number 1324 st (a) General Funds 86 Monipuripara (1 Floor), Flat no. A5, Farmgate, Tejgaon, Dhaka 1215 Bangladesh.

Community development fund 1,031,673 437,916 The above entities are controlled by Transform Aid International Ltd. Non-deductible giving fund 35,401 45,283 Where needed most fund 2,269,283 671,539 Organisational development fund - 44,999 NOTE 28 RELATED PARTY TRANSACTIONS TAI income generation fund 83,613 - During the year, Transform Aid International Ltd received donations fundraised from Baptist World Aid 3,419,970 1,199,737 Australia Public Ancillary Fund.

(b) Designated Funds 2017 2016

Matching grants fund 81,402 513,624 Distribution received from Baptist World Aid Australia Public Ancillary Fund 11,348,903 10,949,443 BUPNG village health volunteer training project - 47,094 Raptipari community health & development project 25,647 26,809 11,348,903 10,949,443 Ethnic community prevention project Solomon Islands capacity building project - 41,987 NOTE 29 KEY MANAGEMENT PERSONNEL 37,437 - Key management personnel refer to the Board of Directors and members of senior management who 144,486 629,514 have the authority and responsibility to plan, direct and control the activities of the Group. All the directors with the exception of the CEO, act in an honorary capacity and receive no paid compensation (c) Restricted Funds for their services. The CEO is remunerated as part of the senior management group of Transform Aid International Ltd. Sponsorship funds 22,357 820,297

Solomon Islands flash flood project - 2,788 Middle east crises projects 228,341 286,545 Total key management personnel compensation 638,305 628,227 Cyclone PAM projects 60,556 119,597 FinancialsNepal earthquake projects 349,403 451,465 638,305 Financials628,227 East Africa drought projects - 50,679 True Vine non-formal education 30,000 - NOTE 30 CONTINGENT LIABILITIES Fund for Africa 1,995,849 1,943,437 There are no contingent liabilities incurred by the Group for the years 2017 and 2016. 2,686,505 3,674,808

(d) RESERVES NOTE 31 POST-REPORTING DATE EVENTS Reserves 3,511,360 3,511,360 No adjusting or significant non-adjusting events have occurred between the reporting date and the 3,511,360 3,511,360 date of authorisation.

NOTE 26 FOREIGN CURRENCY NOTE 32 MEMBER’S GUARANTEE

The Group also holds a small amount of foreign currencies for use by staff when travelling to overseas The Company is incorporated under the Corporations Act 2001 and is a Company Limited by programs. Guarantee. If the Company is wound up, the constitution states that each member is required to contribute a maximum $10 each towards meeting any outstanding obligations of the entity. At 30 June All assets denominated in foreign currencies have been restated in the accounts at their Australian 2017, the total amount that members of the Company are liable to contribute if the Company wound up dollar equivalents as at 30th June 2017. Resulting gains or losses have been recognised in TRANSFORM AID INTERNATIONAL LTD | 2016-2017 FINANCIAL STATEMENTS 20 TRANSFORM AIDis $110INTERN (201ATIONAL6: $11 LTD0). | 2016-2017 FINANCIAL STATEMENTS 21 determining the reported excess/shortfall recorded in the income statement.

NOTE 33 PARENT ENTITY INFORMATION NOTE 27 CONTROLLED ENTITIES (a) Statement of Profit and Loss and Other Comprehensive Income 1. Baptist World Aid Australia Ltd (Company Limited by Guarantee) A.B.N: 86 164 099 736 2017 2016 Suite 4.03, 32 Delhi Road, North Ryde, NSW 2113, Australia. Revenues 7,608,760 8,122,462 2. Baptist World Aid Australia Public Ancillary Fund A.B.N: 77 507 629 093 Expenditures 6,861,858 7,066,985 Suite 4.03, 32 Delhi Road, North Ryde, NSW 2113, Australia. Surplus/(loss) for the year 746,902 1,055,477

3. Transform Aid International Bangladesh Registered in NGO Affairs Bureau Bangladesh, Registration number 1324 (b) Statement of Financial Position st 86 Monipuripara (1 Floor), Flat no. A5, Farmgate, Tejgaon, Dhaka 1215 Bangladesh. Current assets 5,319,810 6,139,336

Non-current assets 5,576,705 5,869,731 The above entities are controlled by Transform Aid International Ltd. Total assets 10,896,515 12,009,067

997,375 1,086,640 NOTE 28 RELATED PARTY TRANSACTIONS Current liabilities 136,819 1,907,008 During the year, Transform Aid International Ltd received donations fundraised from Baptist World Aid Non-current liabilities Australia Public Ancillary Fund. Total liabilities 1,134,194 2,993,648

2017 2016 Net assets 9,762,321 9,015,419 Distribution received from Baptist World Aid Australia 11,348,903 10,949,443 6,250,961 5,504,059 Public Ancillary Fund Retained earnings 3,511,360 3,511,360 11,348,903 10,949,443 Reserves Total equity 9,762,321 9,015,419 NOTE 29 KEY MANAGEMENT PERSONNEL

Key management personnel refer to the Board of Directors and members of senior management who NOTE 34 OTHER DISCLOSURE have the authority and responsibility to plan, direct and control the activities of the Group. All the directors with the exception of the CEO, act in an honorary capacity and receive no paid compensation No revenue or expenditure was received or spent for international political or religious proselytisation for their services. The CEO is remunerated as part of the senior management group of Transform Aid programs.

International Ltd. For the financial year 2017, Transform Aid International Ltd contributed a total of $20,067 for the running of a school and a health clinic for Chin refugees in Malaysia and as per DFAT guideline, these program expenditures have been classified as welfare. Total key management personnel compensation 638,305 628,227 At the end of the financial year, Transform Aid International Ltd had no balances in the inventories and assets held for sale. 638,305 628,227

NOTE 30 CONTINGENT LIABILITIES

There are no contingent liabilities incurred by the Group for the years 2017 and 2016.

NOTE 31 POST-REPORTING DATE EVENTS

No adjusting or significant non-adjusting events have occurred between the reporting date and the date of authorisation.

NOTE 32 MEMBER’S GUARANTEE The Company is incorporated under the Corporations Act 2001 and is a Company Limited by Transform Aid International FY2017 Annual Report 70 Guarantee. If the Company is wound up, the constitution states that each member is required to 71

TRANSFORM AID INTERNATIONAL LTD | 2016-2017 FINANCIAL STATEMENTS 22 TRANSFORM AID INTERNATIONAL LTD | 2016-2017 FINANCIAL STATEMENTS 21

Legal and Regulatory

Transform Aid International Ltd Transform Aid International Ltd is a commenced operations under the new compliant signatory of the Australian company structure from 23 July 2013 Council for International Development’s (ABN 63 430 709718). Additionally, a (ACFID) Code of Conduct. Baptist World wholly owned subsidiary was established, Aid Australia Ltd, as a wholly owned namely Baptist World Aid Australia Ltd, subsidiary of Transform Aid International to continue and expand its Australian Ltd, adheres to the requirements of the operations. Transform Aid International same code. A copy of ACFID’s Code of Ltd is the aid and development agency Conduct can be obtained from www.acfid. for Australian Baptist Ministries and asn.au. If you believe that Transform Aid operates as a company limited by International Ltd or Baptist World Aid guarantee with its own Board. Australia Ltd have breached the Code Transform Aid International Ltd is a of Conduct, you can lodge a complaint registered charity with the Australian with ACFID either on their website or to Charities and Not-for-profits the ACFID Code of Conduct Committee, Commission. It operates nationally and Private Bag 3, Deakin, ACT 2600. If you holds fundraising licences in all Australian wish to lodge a complaint with Transform states where legislation requires it to do Aid International Ltd or Baptist World so. Licences are held under the following Aid Australia Ltd, please write to our Complaints Handling Officer, Locked Bag

Bangladesh: Baptist Aid. Child Sponsorship Program, 2017. Burrell, Aid International/Agnes Transform Source: numbers: South Australia: CCP2610; Victoria: 10918.16; Western Australia: 2200, North Ryde BC, NSW 1670. Our 20417 and Tasmania: FIA-173. Transform Complaints Handling Policy and the ability Aid International Ltd is an approved to lodge a complaint are also available on Deductible Gift Recipient (DGR). our websites, www.transformaid.org or www.baptistworldaid.org.au. Transform Aid International Ltd engages the services of the National Australia Transform Aid International Ltd is a Bank; Grant Thornton Auditors; and member of Integral Alliance, a global Church and Grace Solicitors. Transform consortium of Christian aid and It was a group of committed volunteers who first began Aid International Ltd has official development agencies with presence in the poverty ending work that Transform Aid International accreditation from the Department of 90 countries. Foreign Affairs and Trade (DFAT) which Photographs have been taken by continues today. They are a vital part of what we do! enables the organisation to receive Transform Aid International Ltd staff, government funds for its programs. We partners and associates in Africa, Asia, acknowledge not only the funds, but the the Middle East, and the Pacific unless 58 volunteers have generously and faithfully served Transform Volunteers Service care and support of key government staff otherwise indicated; and are reproduced Aid International in FY2017, contributing over 7800 hours! in our work together. in this report with appropriate consent. Amy Ma 5 years Our volunteers assist with so many different tasks across our Sofia Clark 5 years organisation including: administration, answering phones, assisting Janet Poole 8 years the finance department, assisting our Advocacy team with their Claire Mercer 9 years research, reading letters, processing children’s annual progress Betty Helm 12 years reports, and so much more! John Helm 12 years Their time and energy increases the capacity of our organisation Shirley Marx 13 years greatly. Our wonderful volunteers definitely lift us up! Els Gell 19 years Graham Shute 20 years We have also seen several volunteers return to volunteering after having a break of six months to two years (meet Bernadette on Hazel Shute 23 years Allan Smith 24 years page 13). This speaks volumes about the wonderful culture formed Feedback and complaints between our employees and volunteers. Heather Martin 28 years Ray Martin 35 years We believe that to improve services are accessible to all members of every In FY2017, we continue to refine our On behalf of Transform Aid International, we thank you for the time provided to our supporters, donors, community with whom we work. These feedback procedures from all our and energy you give so faithfully and willingly! partners, and beneficiaries we need to communities should be informed of stakeholders, including supporters, Baptist Bangladesh: Baptist Aid. Child Sponsorship Program, 2017. Burrell, Aid International/Agnes Transform Source: be open to feedback, both positive and their rights and entitlements and how to church goers, and all members of the negative, from all stakeholders. Receiving provide feedback or make a complaint. public. We received 31 complaints, all of feedback is an important way of learning, We follow an established escalation which were resolved. The vast majority so in the case of a complaint, timely and procedure to ensure complaints are were handled directly by our Supporter appropriate action will be taken in order handled in a timely and sensitive manner. Engagement team, with only one matter to continuously improve the quality of Feedback and complaints can be escalated to the Chief Executive Officer. our work and proactively develop and provided via our website, by telephone or We actively comply with the requirements maintain good practice. email, or by mail addressed to: of the Australian Council for International We also recognise that we have a Development (ACFID) and the Australian responsibility to work with our partners Complaints Handling Officer Charities and Not-for-profits Commission to ensure they also develop safe and Locked Bag 2200 (ACNC) and regularly review our effective feedback mechanisms that North Ryde BC, NSW 1670 Complaints Handling Policy, a copy of Thank you! which is available on our website.

72 Transform Aid International FY2017 Annual Report 73 Lebanon: Syrian Refugee Assistance Program, Merath. Source: Tearfund NZ/Helen Manson, 2017. Transform Aid International Locked Bag 2200 North Ryde NSW 1670 Australia Phone: 1300 789 991 International: +61 2 9451 1199 Fax: +61 2 9452 4720 [email protected] Transform Aid International Ltd ABN 63 430 709 718