ANNUAL REPORT 2011 PLAN INTERNATIONAL AUSTRALIA

www.plan.org.au 1 INSIDE OUR STORY Founded more than 70 years ago, Plan is one of the oldest and largest children’s development 2 INTRODUCTION organisations in the world and has no political or religious agenda. 14 OUR PERFORMANCE We work at the grassroots level in 50 developing countries to empower communities to overcome 26 OUR WORK poverty so that children have the opportunity to reach their full potential – and we encourage 38 OUR ORGANISATION children to be actively involved in the process. We unite, empower and inspire people around 54 OUR FINANCES the globe to champion every child’s right to survive, develop to the fullest, be protected and participate fully in family, cultural and social life. Together with our supporters we can transform the world for children.

COVER: Children in Pakistan play at a OUR VISION Child-Friendly Space that was set up by Plan following the flood crisis in August- Our vision is of a world in which all children September 2010. realise their full potential in societies which RIGHT: Girls in a classroom in Laos. respect people’s rights and dignity. Plan is working in Laos to improve education and early childhood care and development services. This report sets out Plan International Australia's progress towards our vision and mission between 1 July 2010 and 30 June OUR MISSION 2011. We have referred to this period as '2011'. In this report, the informal name We strive to achieve lasting improvements in the 'Plan in Australia' refers to Plan International quality of life of children in developing countries Australia. The terms 'Plan International' and 'Plan' refer to the global organisation of through a process that unites people across which Plan International Australia is a part. cultures and adds meaning and value to their Please see page 8 for further information lives by: on our global network. • enabling children, their families and their communities to meet their basic needs and to increase their ability to participate in and benefit from their societies • fostering relationships to increase understanding and unity among peoples of different cultures and countries • promoting the rights and interests of the world’s children.

2 Plan International Australia | Annual Report 2011 www.plan.org.au 3 from the from the chair cEO

partnership with Plan Indonesia where organisation to achieve its strategic plan. the organisation. This is demonstrated This is why we have no time to rest on we offer both financial assistance At the global level, Plan International through the publication in 2011 of our our laurels. There are so many children and program guidance and support. embarked on a new strategic direction first ever Annual Effectiveness Review. whose rights are not upheld, that we This was supportive evidence for the to increase its ability to raise funds with The report analyses the original theory must strive to do more for. It is for this strategic direction that Plan in Australia admission of two new National Offices of change for our interventions for reason that we enter the 2012 year embarked on three years ago with our in Hong Kong and Switzerland. Plan children, then discusses what is working, with a new strategy, titled Champion organisational strategy – investing to in Australia, in mentoring Plan Hong and what can be improved. for Child Rights. This strategy is for a increase the size of our organisation and Kong has ensured much of its success five-year period from 2012 to 2016 and also scaling up our development capacity. through a strong governance structure Our identity as an organisation has will ensure that Plan in Australia is at the and robust business plan for growth. also been sharply clarified so that we As financial year 2011 draws to a close, forefront of improving children’s rights This achievement can be attributed to can more effectively communicate we can reflect on both the achievements around the world. the unwavering commitment of Plan in what matters to us and our supporters. During a recent field and challenges of this year, and the Australia’s CEO and Board of Directors. Our new tagline Transform the world I am continually inspired by the stories of entire three-year strategic period. This report marks the trip to Central Java for children invites people to become the children I meet who have achieved Today Plan in Australia is recognised as end of our three-year in Indonesia, I was part of an uplifting cause. We are their rights with Plan’s help. This year, Over the past year Plan in Australia has a significant international development organisational strategy while on a visit to South Sudan following interviewed on radio by had many achievements and recognition organisation for children and this must putting this into practice through a – our supporter base has continued to be credited to the leadership and vision (2009–2011) titled It variety of initiatives, one of which is Independence, I met young men and two young people who grow and our funding from AusAID has provided by our CEO, Ian Wishart and his Matters to Children. our groundbreaking global campaign women who are receiving trades are members of a Plan- increased. We have developed partnerships Executive Team. They lead an increasing Because I am a Girl. apprenticeships so that they can help with other like-minded not-for-profit number of very dedicated, committed The strategy identified rebuild their nation. Later in the year I sponsored youth group. From an income perspective, we have organisations, and published our inaugural and extremely loyal staff within Plan and met young children in remote areas of our targets for policy surpassed our strategy target. While we As the interview progressed I was struck Program Effectiveness Review. We were everyone must be congratulated for the Indonesia who are gaining a head start had forecast to grow to annual income by their expertise and confidence in also awarded the PWC Transparency achievements this past year, and over the influence, program through preschool so that they can the media. I listened to these young Award in the ‘Most Improved’ category three-year strategic period. impact, communication of $33.5 million, in 2011 we achieved achieve at school and beyond. people discussing youth unemployment for our 2010 Annual Report. an income of $41.8 million. This was and plans to rally and lobby the local I would like to take this opportunity to of purpose, and increased greatly assisted by our new status as a It is these stories that illustrate the All of this could not have been possible thank my fellow Board Directors for high level partner with AusAID on both success we have achieved as an government authorities for a post-school without tremendous support from our income for programs. their contribution to Plan over the past development and emergency grants, organisation, and our reason for being. employment program in hospitality and many loyal supporters – individuals, mechanical maintenance. I was witnessing year – they give their time willingly and which saw our financial support from community groups, institutions and enthusiastically and can be proud of the I remain thankful to the many the undeniable impact of child-centred At the end of this three-year period, I am AusAID increase from $4 million in 2008 businesses – and we are extremely leadership they have provided in guiding supporters, staff, volunteers and Board community development – where the delighted to report that we have met these to $11.3 million in 2011. In addition to grateful for your continuing support. the organisation to its sound position today. members who have made this year and investment in children and young people targets, and delivered on the strategy. this, income from public supporters has to help them understand their rights and During this last year we welcomed two experienced healthy growth from $20.3 the three-year strategy such a success One of the greatest opportunities in empower them to be confident in voicing new board directors: Julie Hamblin, million in 2008 to $26.2 million in 2011. for children around the world. I look life is to be able to make a difference During this time our ability to advocate those rights, has a strong impact on a lawyer with experience in HIV/ forward to working together on the – so I’m appreciative to all of the many on children’s issues has increased communities near and far away. AIDS issues and health in developing We also recognise that there are areas challenges ahead. sponsors, supporters and volunteers this dramatically. Plan in Australia is now countries; and Philippa Quinn, who regularly engaged in policy dialogue where we can do better. We must While the challenges are still great in the past year. Your ongoing commitment has worked extensively in the media with AusAID and other NGOs on replace our ageing donor management poor and remote areas of Indonesia, it is has enabled us to make a difference to and brings a strong perspective on matters such as early childhood care system so that we can provide our encouraging to see young people, who the lives of children, their families and brand and communications. Both and development, gender equality, child supporters with a genuine and have had the benefit of education and communities around the world. Ian Wishart these directors are already making a protection and disaster risk reduction. integrated experience. We must improve a healthy lifestyle, have the confidence CEO, Plan International Australia significant contribution to our ability to These cutting edge policies are also our communication of critical campaigns to speak up and advocate for a better positively impact the lives of children in being programmed into our work. and new giving opportunities for greater future. This indeed is the work of Plan, the developing world. effect. We will aim to reach more where communities are becoming more Measurement of program impact has children in highly vulnerable situations, sustainable and self-reliant and children Looking back over the past three-year Anne Skipper, AM been elevated to a new status within especially those living in urban slums. are empowered to create change. Plan period, Plan in Australia has played a Chair, Plan International Australia in Australia has a strong and influential key role in assisting the international

4 Plan International Australia | Annual Report 2011 www.plan.org.au 5 OUR YEAR We published our first ever Annual Effectiveness Review, AT A GlANCE which reported on key results, developments 2010-2011 and learnings from our programs work in 2010

We launched From Cup to Crop – our first fully integrated fundraising and events campaign, which raised over $300,000 for emergency food distribution in Ethiopia, South Sudan & Zimbabwe

We increased our focus on disability- inclusive programming, with the recruitment of a Disability Advisor to our Program In 2011 we formed a Effectiveness Team number of significant $23.4 million was partnerships which will raised through dramatically increase our Australian supporters sponsoring capacity in humanitarian 47,147 children response, disability compared to the inclusiveness and Africa previous year (2010), programming. our funding from AusAID increase by more than 31%

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

6 Plan International Australia | Annual Report 2011 www.plan.org.au 7 NORWAY FINLAND SWEDEN our global UNITED KINGDOM CANADA DENMARK IRELAND NETHERLANDS BELGIUM GERMANY network FRANCE SWITZERLAND SPAIN UNITED STATES SOUTH JAPAN KOREA CHINA

Plan in Australia is a part of Plan International – PAKISTAN NEPAL EGYPT BANGLADESH INDIA one of the world’s largest community development MYANMAR HONG KONG HAITI DOMINICAN REPUBLIC LAOS MALI NIGER organisations. Plan’s work in 50 developing VIETNAM GUATEMALA HONDURAS SENEGAL EL SALVADOR BURKINA FASO SUDAN CAMBODIA NICARAGUA GUINEA-BISSAU PHILIPPINES countries is supported by national organisations GUINEA GHANA BENIN ETHIOPIA THAILAND SIERRA LEONE SOUTH SUDAN LIBERIA TOGO SRI LANKA in 21 donor countries like Australia. COLOMBIA CAMEROON KENYA UGANDA ECUADOR RWANDA INDONESIA TANZANIA Plan’s national offices in developed countries are well-placed PERU BRAZIL TIMOR-LESTE to carry the major responsibility for raising funds. They provide MALAWI ZAMBIA MOZAMBIQUE financial and technical resources and serve as links between BOLIVIA ZIMBABWE sponsors, donors and the children, families and communities Plan PARAGUAY AUSTRALIA works with. Plan’s offices in developing countries are responsible National Offices for delivering development programs that benefit children. Program Countries Program countries with Priority Plan’s headquarters is in the UK. It has responsibility for Projects funded by Plan in Australia guiding the global organisation’s overall operating strategy and overseeing the transfer of resources. National Offices: Australia, Belgium, Canada, Colombia, Denmark, Finland, France, Germany, Hong Kong, India, Ireland, Japan, Korea, Netherlands, Norway, Spain, Sweden, Plan in Australia supports the global Plan network in Switzerland, United Kingdom, United States Program Countries: Bangladesh, Benin, Bolivia, Brazil, Burkina Faso, Cambodia, Cameroon, China, Colombia*, Dominican Republic, Timor-Leste, Ecuador, Egypt, El Salvador, three ways: Ethiopia, Ghana, Guatemala, Guinea, Guinea Bissau, Haiti, Honduras, India*, Indonesia, Kenya, Laos, Liberia, Malawi, Mali, Mozambique, Myanmar, Nepal, Nicaragua, Niger, Pakistan, Paraguay, Peru, Philippines, Rwanda, Senegal, Sierra Leone, South Sudan, Sri Lanka, Sudan, Tanzania, Thailand, Togo, Uganda, Vietnam, Zambia, Zimbabwe Program countries with Priority Projects funded by Plan in Australia: Bangladesh, Cambodia, China, Ethiopia, Timor-Leste, Guinea, India, Indonesia, Laos, Kenya, Pakistan, 1) We contribute to globally funded development projects Philippines, Tanzania, South Sudan, Uganda, Vietnam, Zambia, Zimbabwe through Child Sponsorship and help direct and deliver these *India and Colombia are primarily Program Countries, but also operate as fundraising countries. programs through inputs at the global strategy level. 2) We design and implement our own development projects AMERICAs WEST AFRICA EASTERN & Asia when specific programs in Africa and Asia match our experience, expertise and funding capacity. We call No. of children 343,570 No. of children 255,511 SOUTHERN AFRICA No. of children 317,210 them Priority Projects and they are designed to achieve sponsored by sponsored by No. of children 287,008 sponsored by Plan supporters Plan supporters Plan supporters program outcomes that we have identified as priorities for sponsored by worldwide worldwide worldwide Australian funding support. We fund these projects through Plan supporters government grants and donations from business partners No. of children 8374 No. of children 8071 worldwide No. of children 17,790 and the public. sponsored by sponsored by No. of children 12,912 sponsored by Australian Plan Australian Plan sponsored by Australian Plan 3) We contribute to disaster risk reduction, disaster supporters supporters Australian Plan supporters management and emergency response through funding, Plan in Australia project 1 Plan in Australia project 0 supporters Plan in Australia project 25 staff deployment, technical assistance and awareness raising No. of emergencies 6 No. of emergencies 6 Plan in Australia project 23 No. of emergencies 7 in the Australian community. Plan responded to Plan responded to No. of emergencies 3 Plan responded to Plan responded to

8 Plan International Australia | Annual Report 2011 www.plan.org.au 9 ABOUT US

Children at a Plan-supported health centre in Indonesia Children in a child-friendly space set up by Plan play games with Plan staff in Haiti. with their mothers and grandmothers.

studying the root causes of poverty – By applying CCCD we can focus raise awareness and support for people especially the imbalances in power. Only on long-term, sustainable, positive who are often disregarded or who have by resolving both these issues will any changes rather than just short-term difficulty having their opinions heard. future improvements be sustainable. interventions. This means we will not only have a great impact on today’s Disaster and humanitarian Our rights-based approach is primarily children but also the children of response guided by the United Nations the future. When Plan responds to emergencies, we Convention on the Rights of the Child work with governments, other agencies (CRC). This articulates civil rights and and local communities to ensure children freedoms, family environment, basic and young people are protected and health and welfare, education, leisure WHAT WE DO that their immediate and long-term and cultural activities and special Long-term community needs are met. In addition to disaster protection measures for children. It is development relief, Plan has an ongoing partnership based on four core principles: non- with the UN World Food Programme discrimination; actions taken in the best Our grassroots development projects to provide food relief to communities interests of the child; the right to life, address specific problems and issues in across the developing world. survival and development; and respect communities that contribute to ongoing for the views of the child in accordance poverty and affect children’s rights. with age and maturity. Our work is designed to bring long- term, sustainable, positive change to OUR STRATEgy Plan promotes and advocates for child communities. A girl plays with beads at a Plan ECCD playgroup in Timor-Leste. The playgroup has been running for five years and operates three times a week. rights by raising awareness among Plan in Australia’s organisational strategy children, youth, families, communities, Campaigning and advocacy for 2009–2011, titled It Matters to that helps children, their families and their provide a safe and healthy environment Children was developed by the Executive the government and others about the Our campaigning and advocacy work communities in developing countries. in which children are able to reach their Team in consultation with senior OUR HISTORY rights of every child, and by working to is about collective action to improve full potential. build their commitment and ability to managers and other staff. Plan was founded in 1937 by British Plan has operated in Australia for forty the lives of children. Plan campaigns uphold these rights. journalist John Langdon-Davies and years, first setting up in 1971. Plan Plan recognises that children’s wellbeing Over the year, quarterly review sessions refugee worker Eric Muggeridge. globally has been working with children, is fundamentally connected to the were held with senior staff to review families and communities for close to community, and that children’s lives learnings and challenges and examine Originally named ‘Foster Parents Plan 75 years, and has established a long- will improve only when their family and our performance against the directions for Children in Spain’, the aim was to standing reputation of being a highly community situation improves as well. and objectives of the strategy. The provide food, accommodation and ethical, effective and committed global Executive Team also reported against education to children whose lives had We encourage communities, families, development agency. the strategy to the Board of Directors been disrupted by the Spanish Civil War. youth and children to be active every two months and provided financial Langdon-Davies conceived the idea of participants in community development reports to the Board every month. a personal relationship between a child to ensure that their interests and needs and a sponsor – a model that puts the OUR APPROACH are met. Please see pages 14–25 for a summary child at the centre, and today remains of our progress against the strategic Plan is committed to quality the core of what we do. CCCD enhances a community’s ability directions in 2011. programming through our Child- and opportunity to address both the Since that time, our approach to Centred Community Development immediate and structural causes of Planning and development for the next humanitarian assistance has evolved (CCCD) approach. CCCD is a rights- poverty. Immediate causes of poverty five-year strategy (2012–2016) began from wartime relief activities, to post- based approach to development where are usually addressed by improving basic in July 2010. The finalised strategy was war support, to long-term community communities are supported to develop needs, such as water or food. Structural signed off by the Board in May 2011. development and emergency assistance the structures and skills they need to causes of poverty are addressed by Children are back in school following the floods in Pakistan. Plan’s Back to School campaign is helping to rebuild, clean up and re-open 150 schools so children can resume their education.

10 Plan International Australia | Annual Report 2011 www.plan.org.au 11 protection; and to ensure our staff Our stakeholders Performance reports are generated accountability are confident, competent and well We recognise that a large number monthly and reviewed by management supported in meeting their protection to determine the type of feedback/ Plan seeks to honour its position of trust of people have an interest in our responsibilities. complaint and the way it was resolved. through a high level of accountability. work. We therefore seek to be accountable in multiple ways to our Trends are identified and actions taken In addition, Plan has Child Protection accordingly to resolve issues. Our accountability to children Advisors and Officers appointed at many stakeholders, including children, Our first accountability is to children national, regional and international families and communities overseas, Compliance and Regulation – particularly those who are most host governments, Plan International, levels – all of whom make up Plan’s Plan in Australia complies with all vulnerable. Our accountability to corporate members, our Board, ACFID, Child Protection Advisory Network statutory requirements applicable to the achieving results for and with these ASIC, the ATO, our sponsors, donors that is part of international and cross- organisation including fundraising, legal, and partners, and children in Australia. children is demonstrated through the organisational alliances such as the occupational health and safety, and child More details can be found on our publication of our annual Program Keeping Children Safe Coalition. protection in all states and territories website: plan.org.au/whoweare/ Effectiveness Review, which can be of Australia. viewed at plan.org.au/whoweare/ Our financial accountability accountability. accountability. Plan in Australia operates on a public Plan is fully accredited and a trusted Feedback and complaints recipient of funds from AusAID. A boy attends school in Magwi, South Sudan. For the past year, his school has been receiving food, which members and government funding platform. of the community volunteer to cook. This has attracted new students to the school and helped students concentrate. Child protection Plan in Australia has formal processes for Accreditation is based on an in-depth The majority of our funds are sourced Plan considers child abuse unacceptable addressing feedback and complaints. The assessment of our management capacity, from child sponsorship and public in all circumstances and is committed to ‘Send us a Message’ page on our website systems, operations, and linkages with donations, as well as grants offered by ensuring the protection of all children provides a convenient way for supporters the Australian community against a the Australian Government’s overseas we work with. to provide any comments or lodge set of agreed criteria. Being accredited aid program, AusAID. We endeavour complaints. We also receive feedback gives the organisation access to the We have clear policies, procedures and to achieve the maximum impact and by mail and directly through our call AusAID NGO Cooperation Program guidelines to ensure the children we efficiency of these funds, directing them centre. In each case, feedback is directed (ANCP) and AusAID funding programs work with are respected, protected, to overseas projects while minimising to the relevant staff or department for such as Cooperation Agreements and empowered and active in their own our overhead costs. consideration and resolution. any other funding mechanisms that may be created. Accreditation ensures the accountable use of funding, and covers our entire portfolio including non- development activities and activities not funded by AusAID.

AusAID Accreditation complements the principles and standards as contained in the ACFID Code of Conduct for Non-Government Development Organisations. It is a requirement of AusAID Accreditation that an Agency be a compliant signatory to the Code of Conduct.

Please see page 67 for official statements regarding Plan’s association with ACFID and AusAID.

Plan Laos interns enjoy a break during their community development training program. Community members use the river as their primary water resource in many parts of Laos.

12 Plan International Australia | Annual Report 2011 www.plan.org.au 13 OUR PERFORMANCE

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

Impact Influence identity Income

Culture Learning Accountability Systems

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

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

14 Plan International Australia | Annual Report 2011 www.plan.org.au 15 impact Facilitate high quality child rights-based programs by working closely with our partners

Objective 1: Strengthen our Objective 2: Strengthen our measurement Objective 3: Develop a stronger relief capability partnership engagement of effectiveness through evaluations around child rights and reviews Achievements in 2011: • Plan in Australia successfully secured the new AusAID Achievements in 2011: Achievements in 2011: Humanitarian Partnership Agreement (2011–2014), which grants Plan, along with five other agencies, preference • In India and Uganda, we worked • Plan in Australia’s Child Protection in Emergencies in receiving AusAID support when responding to with schools, government and program in Haiti was part of the joint AusAID/INGO emergencies; this agreement is significant within the global NGO partners to improve gender, monitoring mission in September 2010, resulting in a organisation as Plan in Australia is one of the first offices to disability and child-friendly water report from our peers indicating that not only was the receive such status with their donor governments. and sanitation facilities in schools, project well run, but more importantly it was meeting benefiting thousands of children. the psychosocial recovery needs of boys and girls, more • With the successful tendering for the AusAID than was originally expected. Humanitarian Partnership Agreement, we set up formal • Through the Empowering Families partnerships with two key agencies in the humanitarian Project in Cambodia, we promoted • The first stage of a longitudinal study on the impact of sector: CBM/Nossal for Disability Inclusiveness in awareness of child rights through early childhood care and development project activities Emergencies; and the Foundation for the Peoples of the child clubs in rural communities, in Uganda indicated that our Community Led Action for South Pacific International, for disaster risk reduction ensuring that both children and Children approach is demonstrating significant progress and response operations in the South Pacific Islands. duty-bearers (parents, teachers and in improving early childhood care and stimulation, community leaders) understand and increasing the quality of early childhood centres, and • We appointed key humanitarian staff within the know how to support child rights. encouraging national policies to address early childhood. international Disaster Risk Management team including A boy reads at a Community-Led Action for Children A participant in the Empowering Families project in Food Security Advisors, a Humanitarian Grants Advisor, program in Uganda. Cambodia demonstrates how she uses a locally made • Plan in Australia was one of ten • An independent evaluation of our ECCD project basket to catch river fish. and a Climate and Disaster Risk Management Specialist; agencies awarded a five-year in India confirmed that the project has resulted in this is in addition to existing Plan in Australia-supported agreement under AusAID’s new positive change for young children in urban slums and positions of Disaster Risk Reduction Manager, Operations Africa Australia Community construction sites in Delhi and in rural and remote tribal Manager and Regional Logistician. Engagement Scheme (AACES), communities in Orissa and Rajasthan. • As part of our Disaster Risk Management systems signifying our key partnership with • We contributed to development of the monitoring and AusAID as part of its Africa strategy. overhaul within the office, the Emergency Standard evaluation framework for two Plan programs in Vietnam: Operating Procedures have been developed in order • Following the award of this Pro-poor Participatory Development, and Participation to ensure clarity of roles and responsibilities across the partnership, Plan in Australia Engagement and Accountability. organisation that will be enabled when a disaster strikes. worked with Plan Kenya, Plan • When finalising our six-year Reducing Community Uganda and Plan Zimbabwe and Vulnerability to HIV and AIDS Program in Africa, Plan intended partner organisations in and partners prepared a number of case studies based a participatory design process for on program reflection and learning. These studies Addressing Challenges the five-year, $10 million program. examine ways to promote the rights of women and Marginalised young people In achieving impact for the children and communities with whom children, and are intended for use by government and we work, the organisation’s biggest challenge over the year has between the ages of 14 and 24 other sectoral partners. years are a key target group for been the management of a rapidly growing grant portfolio and this program. • We finalised our Monitoring and Evaluation (M&E) the necessary strategic and operational advances that need to Framework, designed to guide the M&E approach over occur in order to manage such growth. However the completion the course of our Program and Organisational Strategies. of individual thematic strategic plans has enabled the Program This framework will support a stronger focus on the Implementation Team to establish clear thematic directions nature and quality of change, continuous improvement and support decision making for the coming years during this and learning and reflection within programming. period of growth. These strategies also provide an initial point of discussion with regional and country office partners in terms of mapping out future opportunities for partnership.

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

16 Plan International Australia | Annual Report 2011 www.plan.org.au 17 INFLUENCE Influence key thought leaders and government on the issues that affect children by working with children, communities, media and other NGOs

Objective 1: Strengthen leadership and Objective 2: Develop research and policy Objective 3: Initiate dialogue with Objective 4: Strengthen Plan’s thought participation in key networks on child initiatives on child rights and children’s government on key child rights issues leadership role through media engagement rights issues issues in development Achievements in 2011: Achievements in 2011: Achievements in 2011: Achievements in 2011: • We strengthened our engagement with the Australian • We received a significant increase in media coverage • Plan in Australia delivered child rights messages to • The Australian Research Council (ARC) grant-funded Government on child rights and aid effectiveness, during our emergency responses throughout the year, secondary students around Australia through our research project Youth Led Learning: local connections through events highlighting child rights issues and including the Pakistan flood crisis in August 2010 and partnership with Global Poverty Project. & global citizenship was awarded publication as the building positive relationships with key parliamentarians. the Japan earthquake and tsunami in March 2011. Additional media coverage resulted from the 12-month • We took on leadership roles in the ACFID Education third book in the Youth Studies series by Melbourne • We have undertaken a strategic program of engagement University Press. and advocacy with parliamentarians and AusAID on anniversary of the Haiti earthquake, the Girls in the Working Group and Community Engagement Working Commonwealth Report and International Women's Day, Group alongside a number of Australian NGOS • Our submission to the Independent Review of Aid ECCD as a tool for improving gender equality, as part of our Because I am a Girl campaign. where Plan took part in the Sydney publicity event ‘The and AusAID. Effectiveness was well received by the Australian Purse Project’, along with other non-profit organisations. Government and directly acknowledged by AusAID • Together with Plan UK and the Royal Commonwealth • We continued a leadership role of the ACFID Child • We led a collaborative sector communications strategy in Rights Working Group, with key achievements including Director General Peter Baxter. Society, we worked to influence Commonwealth leaders at the Commonwealth Heads of Government Meeting, to response to the Australian Government’s announcement the production of a child rights analysis of AusAID policy. • We commissioned a study into the relationship between of an increase in overseas aid funding. This was highly child rights-based approaches of Australian INGOs and act to end early and forced marriage as a key barrier to • We played a key leadership role in developing a girls education. successful and helped manage potential negative disability network within Plan International, with plans development effectiveness, as a step towards building a media and public response around the aid budget. to formalise into a Global Disability Working Group stronger evidence base for this development approach. It also positioned Plan as a leader in the sector in in future. • We undertook significant research on Early Childhood communications and collaboration. • We were invited as a lead agency to participate in an Care and Development (ECCD) in emergencies and child Addressing Challenges • We launched our annual gender equality campaign AusAID-facilitated Child Protection Sharing Network marriage in Indonesia which will lead to development of Because I am a Girl to the media with the assistance of With many INGOs increasing their lobbying efforts with INGO sector forum and workshop, involving 90 members. future programming initiatives. Plan Ambassador Christine Manfield at her renowned government on various issues, the space for engaging with restaurant Universal in Sydney. Coverage around the the Australian Government on aid is becoming increasingly event championed the importance of investing in girls, crowded. This has been a challenge for Plan in Australia in particularly through education opportunities. Gifty, 2011, but by working in partnership and in coalition with a teenage girl from Ghana and a participant in Plan’s other like-minded agencies, and through networks such as development projects in her community, travelled to ACFID, we have made significant inroads in engaging with key Australia to support the campaign launch. stakeholders on issues such as Child Rights and Early Childhood • We developed and implemented a new campaign, Care and Development. From Cup to Crop, in response to the global food crisis. The campaign was launched in conjunction with the To achieve influence on decisions that affect children, we’ve Melbourne Food and Wine Festival and was the first fully found that it’s essential to establish long-term relationships integrated campaign supported by the full weight of built on trust and credibility. This takes time and requires a the national office to include marketing, fundraising and focused investment. We’ve addressed challenges and increased program initiatives. our influence by being clear and consistent in our message, and • Our CEO Ian Wishart, provided his unique and extensive focusing on where Plan in Australia can have most impact, and insight into the development world via numerous media add the most value. and public engagements throughout the year, including the launch of the 2011 Sphere Project Handbook for Humanitarian Charter and Minimum Standards in Disaster Response. The launch was also organised and hosted by Plan at the MCG in Melbourne.

Left to Right: Secondary school students Kevin, Aftab and Amir speak at the 1.4 Billion Left to Right: Joyce Obame, Christine Manfield and Gifty Ansah at the 2010 Because I Reasons for Youth launch in Melbourne, run in partnership with Global Poverty Project. am a Girl launch.

18 Plan International Australia | Annual Report 2011 www.plan.org.au 19 IDENTITY Enable our supporters to understand, engage and identify with our cause

Addressing Challenges Objective 1: Define, own and Objective 2: Ensure global learning is Objective 3: Improve the quality of service, The low brand awareness of Plan in Australia continues to communicate our brand identity embedded within our identity relationship, and experience we provide create a challenging landscape for the organisation. Despite internally and externally for our supporters the development of a strong internal brand identity, it has been Achievements in 2011: challenging to communicate the complexity of our work to the general public in a succinct and readily understood way, Achievements in 2011: • Our recently developed Brand & Style Guidelines were shared Achievements in 2011: with the organisation on a global level, resulting in various particularly since the organisation has expanded into areas such • Plan in Australia developed and delivered two integrated • In 2011 approximately 110 child sponsors made the long as emergency response and gender equality programming. campaigns, both based on prominent areas of our work. elements being adopted at International Headquarters. journey from Australia to visit their sponsored children. While inroads have been made to provide new and innovative The first, Because I am a Girl, is our annual campaign • Our Because I am a Girl campaign was launched with the Meticulous planning by Plan staff in Australia and ways to engage the community, schools and supporters, the based on a nine-part series of reports published by Plan assistance of Gifty Ansah, a 15-year old girl from Ghana overseas ensured each visit was a unique experience for lack of a single minded proposition for our identity has made from 2007–2015 that examine the rights and needs of who has participated in local development projects sponsors and a special event for all community members. girls and young women in developing countries. The with Plan and is an advocate for child rights in her Several corporate partners and major donors were also communication of our brand difficult at times. second campaign, From Cup to Crop, was developed community. During her time in Australia, Gifty met with able to experience and appreciate the progress of the In response to this, we’ve undertaken brand equity research to in response to the current global food security crisis. It various media and sponsor groups and shared her life various projects they so generously support through focus on the attitudes and behaviours of the overall market. The was a holistic and engaging campaign that highlighted story, reminding us of the importance of the investment targeted visits facilitated by Plan program staff. study incorporated key elements of supporter acquisition in the the importance of short and long-term interventions to in girls and the difference they can make to their family • We conducted ‘mystery shopping’ to assess customer service form of brand awareness, knowledge and brand associations, address food shortages in the developing world. and their community. levels of our Supporter Service Team, resulting in a score well through to building engagement of existing supporters, • From Cup to Crop was also supported by a documentary • We published our first Annual Effectiveness Review, above the sector average and second overall in the sector. measured through involvement, commitment and advocacy. we produced in Zimbabwe, featuring well-known Plan which focused on communicating to our partners, peers, • We improved our fulfilment process to a 24-hour Brand awareness was measured using both unaided recall Ambassador and restaurateur, Christine Manfield of famed stakeholders and the Australian Government our key turnaround for all welcome packs, ensuring that new and prompted recognition. The findings will inform further Universal restaurant in Sydney. ‘Food for the Future with learnings and results for the 2010 calendar year, and supporters received their introductory information in research and development of our brand over the coming year, Christine Manfield’ aired on Channel Ten and promoted implications for the organisation that had arisen throughout the mail within a few days of signing up. and as we introduce a new five-year strategy, these issues Plan’s food delivery program currently in operation in the year. The review has an explicit focus on strengthening will be addressed to ensure the growth of the organisation is Zimbabwe, and created a portal for donations to support our accountability to stakeholders by exploring some of the • We continued our focus on getting to know our commensurate with the level of awareness in all sectors. food delivery to those most in need. complexities and evolving nature of our work. major supporters personally and understanding their motivations for giving so that we could better facilitate • We formed a national partnership with the Human Rights • From Cup to Crop was the first campaign to be their philanthropic aspirations and build more fulfilling Arts and Film Festival to promote the rights of children fully integrated across all operational areas of the relationships. via the national screening of ‘Hands Up’, a film depicting organisation. We engaged an external consultant to the role children can play in changing the accepted social conduct an assessment of its success and effectiveness, • We offered our major supporters the opportunity to norms that exist within society. and discussions around the campaign will be integrated experience and see for themselves the impact their into the organisation’s 2012 Reflective Annual Process contributions were making. We did this through visits to • We developed a sophisticated and comprehensive our projects in the field, and through engagement events Annual Report that demonstrated our commitment (RAP). All of these findings will be used to inform the future of the campaign. here in Australia where our supporters were invited to meet to accountability. The report was awarded the ‘Most visiting program staff from our Country Offices and speak Improved Annual Report’ in the PwC Transparency Awards. with them personally about the work they’re supporting.

Gifty Ansah from Ghana with Plan supporters during her visit to Australia for the 2011 Plan in Australia launched the From Cup to Crop campaign in 2011 as a global On behalf of Plan in Australia, Board member Claire Hatton accepts the 2010 PwC From Cup to Crop food fighters (clockwise from top-left) Luke Mangan, Lyndey Milan, Because I am a Girl launch. food initiative. Transparency Award for ‘Most Improved Annual Report’. Adam D’Sylva, Manu Fieldel, Pete Evans, Andre Ursini and (centre) Christine Manfield.

20 Plan International Australia | Annual Report 2011 www.plan.org.au 21 INCOME Increase income for program work by adopting strategic marketing approaches that achieve cost efficient growth

Objective 1: Create diversification of Objective 2: Understand and customise Objective 4: Cost efficiency gains through supporter segment, product and channel towards supporter and grantor needs strategic partnerships, supplier review, and comparing outsourcing to in-house Achievements in 2011: Achievements in 2011: • In 2011 we acquired 7753 new child sponsorships, • We offered payment holidays to our regular sponsors Achievements in 2011: which was below our forecast for acquisitions. It was a living in areas affected by natural disasters here in • In May, we launched a trial of an in-house face-to-face difficult year to acquire new sponsors due to the limited Australia (such as Queensland floods). fundraising team following lengthy consultation with other availability of advocates to promote Plan through our • We began work on an extensive new initiative to assess organisations in the sector who also run in-house teams. face-to-face acquisition channel. and improve the experience we provide to supporters. Due to the challenging environment in which they work, • We renamed and relaunched our ‘Children First!’ Continuing into 2012, this significant project will involve it is extremely difficult for external suppliers to find and regular giving option as ‘Priority Project Sponsorship’ an overhaul of our digital, print and personal touch retain advocates to work in this channel. Our investment to provide greater focus on supporting Plan’s Priority points with supporters, and introduce fully integrated in an in-house team is part of a long-term approach to Projects that are devised and managed from our and comprehensive experience pathways. manage our reliance on external advocates. Australian National Office. This activity resulted in a • We combined the July mail out of our bi-annual 13% growth in the supporter base for this channel, supporter magazine Global Child with the mail out of from 1487 to 1686 donors. tax receipts, saving thousands in mail and postage costs • We launched ‘Girls Champion’, enabling our supporters Objective 3: Improved focus on retention and improving the open rate of the magazine. to make an additional regular gift of $9 or more a month • We received in-kind support in the form of pro bono to support our projects that address gender inequality. By of supporters Plan launched Girls Champion, a new regular giving option for supporters that services from a number of corporate partners (for more addresses gender inequality. June, 363 supporters had signed up as Girls Champions. information see page 53). • We launched 'Children in Crisis Champion', enabling Achievements in 2011: Support from the our supporters to make a monthly contribution • We conducted follow-up calls to new supporters after of $9 or more to support vulnerable children and six months to thank them for their support and assess their communities in the first 12–48 hours after an Addressing Challenges public their satisfaction emergency. By the end of June, 266 of our existing As mentioned, the main challenge in 2011 has been in acquiring supporters had signed up to be Children in Crisis • We conducted a review of our arrears process to ensure new supporters through the face-to-face fundraising channel. Champions. we can follow up with supporters when their regular The difficulty faced by all suppliers in recruiting advocates has payments lapse • Our new campaign From Cup to Crop raised over $300,000 meant we have been unable to acquire supporters at the rate and introduced more than 1000 new donors to Plan. • While our focus on retention was not as strong as we we had originally planned. The trial of our in-house advocate would have liked, we have made this a priority for 2012 • We diversified our grant agreements and donor partners team has formed part of the strategy to address this issue, and and beyond. for our Australian-managed programs. in 2012 and beyond we will be moving towards a strategy that $134,491 $460,568 $1,313,516

relies less on this channel. $23,386,057

The new low priced regular giving products launched this year provide Plan with a much greater opportunity to grow revenue from new and existing donors, as we now can provide a wider range of ways to support Plan at prices that may be more Funds raised through Child Sponsorship suited to individual donors’ capacity to give. Funds raised through Priority Project Sponsorship Funds raised for GirlsFund through one-off donations and Girls Champion contributions Funds raised through Appeals (including through the Children in Crisis Fund)

A member of Plan in Australia’s in-house fundraising team signs up a new supporter A donation infographic on our From Cup to Crop campaign website helped to explain in Melbourne. to our supporters the value of their donation.

22 Plan International Australia | Annual Report 2011 www.plan.org.au 23 raise funds. Thanks to this simple use funding from Trusts and Foundations. journey took them to Nepal where they Long-term value of a supporter Support from of technology, and the generosity of We took the opportunity to speak to trekked the foothills of the Himalayas thousands of customers, we raised vital supporting Trusts and Foundations and visited communities taking part in In 2011 we conducted a long-term analysis of our supporters to establish the business funds for our projects in Timor-Leste and about their philanthropic interests and Plan’s development projects, so they estimated financial value of a new donor based on whether their first gift was a India and for our response to the current For our corporate team, 2011 was a motivations so we could work together could witness the value of their support single donation or monthly donation as a regular giver. food crisis in the Horn of Africa. very successful year with a number of on the mutual objective of helping firsthand. This bolstered the support we children in developing countries to received from physical challengers with This chart shows the average value per donor over five years, based on the type successful events and new partnerships. Plan in the Australasian region, along realise their full potential. a new international focus. of initial gift. Melbourne’s picturesque National with our counterparts in the United Gallery of Victoria was the perfect Kingdom and the United States, Several Trustees visited the projects they setting for our inaugural Because I am A number of individual and groups revenue per donor over 5 years-based on partnered with Study Group’s company were supporting and were able to see for played a vital role in raising funds for our a Girl business lunch, hosted by our charity Building Futures which raises themselves the impact their contributions work in 2011. Kevin Welsh from NSW, partner Marsh & McLennan Companies funds for education initiatives in original gift were having on the ground. As we continue one of our long-standing supporters, and attended by more than 430 developing countries. Through Plan, to build enduring relationships with our supported Plan’s projects in Africa with $1,600 distinguished guests. Her Excellency Ms Study Group has improved educational supporters, we’re grateful once again for $15,000 raised through the sale of Quentin Bryce AC Governor-General of opportunities for children in China and the unwavering support of our benefactors. the Commonwealth of Australia opened Benin and in 2011 the organisation raised plants in his business. $1,200 the event with an inspirational speech funds for Plan’s School Improvement Friends of Plan Canberra contributed on why investing in girls is a key to Program in Niger, that will contribute $6000 through various events that ending poverty, stating her belief that to better school access and higher Community raised awareness of Water and Sanitation $800 the Because I am a Girl campaign “gives achievement rates, particularly for girls. $1,476 an invaluable gauge and guide for the Fundraising issues in Timor-Leste. progress of the girl child”. Corporate fundraising for our disaster Everyday Hero, through national fun $400 response activities was also successful in Community Fundraising continued to To build awareness on the importance runs and online events created by Plan $574 2011, with The Arts Centre in Melbourne grow in 2011, with $148,000 raised of water and sanitation, Plan in Australia supporting our Pakistan flood response through the individual and group efforts supporters, raised over $26,000. All our partnered with the Westpac Group’s online fundraising partners contributed $0 and Japan Tsunami response through of community fundraisers. Australian Banking Risk Team to provide to raising more than $86,000. Single Gift Regular Gift asking their audience to donate after a new eco water bottle, available a performance. SchoolAid also raised Through a partnership with Inspired In Adelaide, the Women’s Group raised for purchase by Westpac employees funds through schools around Australia Adventures, we introduced a new over $16,000 for our Empowering nationally at on-site cafes with proceeds to support our continued response to opportunity for Plan supporters to going to Plan’s WASH projects in Timor- the Haiti earthquake. engage with our work by fundraising Families project in Cambodia. They also Leste. The ‘Glass Half Full’ bottles were for Plan and visiting our work in hosted the Adelaide launch of Plan’s made from plant extracts and were BPA Thank you to all the businesses and the field. Thirteen committed Plan From Cup to Crop campaign, which free – so Westpac staff not only helped companies that have supported Plan supporters took part and raised over received strong media coverage and children in Timor-Leste access clean in Australia this year. We look forward $53,000 in support of GirlsFund. Their raised $4800 on the day. water, but also helped the environment. to working with you in the future to transform the world for children. As online purchasing increases in popularity, so does the opportunity for people to donate online. Our partner The Footprints Network utilised their Trusts & alliance of e-commerce businesses to aggregate thousands of micro- Foundations donations made with online transactions. The 2011 financial year saw a growth Jetabroad, an online travel agency in supporters establishing structured and long-term Plan partner, has also giving vehicles such as private ancillary developed an online mechanism to funds and this had a positive impact on Plan’s inaugural Because I am a Girl business lunch at the National Gallery of Victoria was attended by more than 430 guests. Plan supporters in Nepal on the ‘Trek to Nepal’ trip, a fundraising challenge run in partnership with Inspired Adventures.

24 Plan International Australia | Annual Report 2011 www.plan.org.au 25 our work

OUR GLOBAL PROGRAMS Plan works globally to bring long-term, sustainable, positive change to children and communities through community development programs, advocacy and engagement, and emergency preparedness and response.

As described on page 8, Plan in Australia designs and implements Priority Projects in Asia and Africa that match our funding capacity and expertise. These projects are focused on five program areas, which correspond directly to a number of Millennium Development Goals (MDGs) and align with Plan’s global program framework goals. Underlying the five thematic program areas is our Disaster Risk Management program, which aims to help communities identify, prepare for, and respond to disasters. We also integrate a number of cross- cutting social inclusion strategies into our programs – these include a focus on gender, disability, marginalised youth and children in the poorest and most difficult circumstances.

In 2011, Plan in Australia designed, managed and implemented projects in 16 countries across three regions. We also responded to 11 emergencies across the four regions Plan works in globally.

The information on the following pages summarises our program work in 2011 – the approach we took, our achievements, the challenges and our priorities for the future.

Image: A boy eats a hot lunch at a school in Magwi, South Sudan. For the past year, his school has been receiving food, which members of the community volunteer to cook. This has attracted new students to the school and helped students’ concentration.

26 Plan International Australia | Annual Report 2011 www.plan.org.au 27 Transform the world so children can EDUCATION & ECCD develop to their full potential

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

Our Approach Regional profile Plan’s Early Childhood Care and Development (ECCD) and Education projects help children to access their right to education, so they are equipped with the tools that enable them to participate, learn and contribute to the fullest extent possible. CHINA

Our approach is rights-based, working BANGLADESH INDIA with rights holders and duty bearers LAOS Children learn through play at Plan-supported ECCD centres in rural parts of eastern Indonesia. Play and learning School children play on equipment made from locally- materials are locally made from low cost materials. sourced materials in Uganda. to achieve positive outcomes for VIETNAM PHILIPPINES ETHIOPIA children and youth; and strengths- Highlights from the year Future priorities UGANDA based, empowering parents and INDONESIA communities to provide care, protection In indigenous communities in the Philippines, two interns from Plan in Australia trained 36 local Increase our focus on more inclusive and education for children. Our work teachers in creative ways to incorporate local culture into learning, including through storytelling programming, including in relation to ZAMBIA encompasses parenting, play groups, and dance. Such creative learning is crucial for children with no previous formal education. children with disabilities in rural and home- and centre-based care, school remote ethnic minority communities In the Philippines, our interns supported the development of storybooks in seven local in Laos. readiness, government school systems languages, narrated by tribal elders and illustrated by Filipino and Australian artists, enabling and alternative learning approaches. culturally-relevant learning for local indigenous children. Document, evaluate and develop materials Our work in ECCD and education from the Creative Spaces sub-project in In rural Bangladesh, we improved quality education for more than 10,000 children in the Philippines, with the aim of expanding focuses on the poorest and most playgroups, 4000 children in preschools, 1275 children in learning camps and 3200 children at the project into other Asian countries. marginalised, including girls, children transitions camps to help them successfully transition to primary school. with disabilities and children from Strengthen Plan’s programming PROJECTS DESIGNED AND MANAGED BY PLAN IN AUSTRALIA 12 In India, we supported high-quality, low-cost ECCD services: in Orissa, 474 girls and 475 boys ethnic minority groups. approach in East and Southern Africa Asia projects 8 attended 40 Plan-supported ECCD centres in remote tribal communities; in Delhi, 1941 children to improve children’s transition to primary East & Southern Africa projects 4 aged 0–3 and 1503 children aged 3–6 attended ECCD centres in urban slums; in Rajasthan, school, and to build capacity for ECCD our partner is working very closely with local government to strengthen their Integrated Child in emergencies. Development Services for young children; and nationally we supported FORCES, the only national-level network advocating for the rights of the Indian child. Set up longitudinal studies in our Indonesia and Vietnam ECCD projects, In eastern Indonesia, we are implementing low-cost, culturally-relevant early childhood and to help provide an evidence base for parenting activities in 39 villages in the districts of Sikka and Lembata: so far 65 parenting advocating to donors, government and groups have been established, reaching almost 2000 parents and caregivers through providing partners on the importance of ECCD a space for mothers and fathers to discuss child development, child protection, parenting skills, for education outcomes and reducing nutrition and more; and 13 existing ECCD centres are being supported, including with play and gender inequality. learning materials and caregiver training.

28 Plan International Australia | Annual Report 2011 www.plan.org.au 29 WATER, SANITATION Transform the world so children are healthy AND HYGIENE

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

Our Approach Regional profile Plan integrates rights-based approaches into our Water, Sanitation and Hygiene (WASH) programming. This involves supporting people to lead their own communities in sanitation improvements; supporting social inclusion activities to promote the rights of women, girls and people with disabilities; and promoting BANGLADESH INDIA School children wash their hands using a tippy-tap in Uganda. A mother observes good sanitation practices in the hygiene behaviour change campaigns LAOS family’s toilet in Vietnam. to provide individuals with the VIETNAM opportunity, ability and motivation ETHIOPIA Highlights from the year Future priorities to practice improved hand-washing UGANDA KENYA INDONESIA behaviour. It also involves developing Plan project staff, government partners and private contractors in Kisarawe district, Tanzania, worked Continue to focus on social inclusion to help innovative monitoring tools to track TIMOR-LESTE together to complete a new water distribution system which now serves over 11,000 people. ensure women, girls, people with disabilities and other marginalised groups to influence, but also influence the way people In Uganda, Plan and government health staff trained more than 1300 children across 36 ZIMBABWE participate in and practically benefit from think about and behave towards schools to promote improved hygiene and sanitation practices to fellow students at school, project activities, while also enjoy their marginalised groups. Plan staff and to their families at home and to peers in their communities. These children used what they rights as equal members of the community. partners overseeing WASH activities in learned to construct simple hand-washing facilities at home and at school. Strengthen partnerships with community Africa and Asia are implementing these In Ethiopia, 70 villages with a combined population of 11,900 people were declared ‘Open groups and other civil society organisations initiatives in partnership with local Defecation Free’, meaning that community members in project areas now enjoy access to implementing sanitation programs with government, rural community groups toilets and simple hand-washing facilities at home. people living in large, densely-populated and under-serviced urban settlements; and and most recently with duty bearers PROJECTS DESIGNED AND MANAGED BY PLAN IN AUSTRALIA 11 Our WASH project in Vietnam brought together a range of WASH stakeholders (including support the development of replicable and representing large, underserviced Asia projects 7 government representatives, NGOs and multilateral organisations) to share their experiences cost-effective solutions to sanitation issues and learn from one another, resulting in the production of a WASH reference booklet to urban settlements. East & Southern Africa projects 4 in urban areas. promote cross-organisational learning about more effective WASH practices and share key reflections from Plan. This reference booklet can be downloaded at: plan.org.au/mediacentre/ Increase the sustainability of current and publications/research future WASH initiatives by focusing on social inclusion, using demand-driven Plan Indonesia worked alongside government to scale-up Community-Led Total Sanitation approaches to sanitation and building the in Grobogan district, resulting in 49 villages being declared Open Defecation Free and 3214 capacity of local communities to operate families being empowered to improve their hygiene conditions and construct their own non- and maintain local WASH infrastructure subsidy toilets. over the long term.

30 Plan International Australia | Annual Report 2011 www.plan.org.au 31 LIVELIHOODS & Transform the world so children grow up ECONOMIC SECURITY with a basic standard of living

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

Our Approach Regional profile Taking a strengths-based approach and drawing on available local resources, Plan works with families and communities to strengthen the human, social, natural, physical and financial resources available to them. Our Livelihoods and Economic Security projects assist families to increase and diversify food and income A man has access to clean water in Cambodia. Since taking part in Plan counselling and livelihoods activities through A boy waters plants as part of Plan’s Indonesian sources, to enable them to better the Empowering Families project, his family have been able to earn enough for basic facilities such as proper shelter nutrition program. withstand change. Our work involves and drinking water. VIETNAM PHILIPPINES providing training in vocational and entrepreneurial skills, so individuals Highlights from the year Future priorities INDONESIA and families can start and build their A mid-term review of the Cambodia Empowering Families project showed significantly reduced Expand the Empowering Families project own businesses. We are increasingly TIMOR-LESTE poverty rates, with 83% of beneficiaries having increased and more diverse income sources within the province of Siem Reap and to an focused on working with marginalised ZAMBIA as a result of the project. additional province, Kampong Cham, to reach ZIMBABWE 2500 of the poorest families in this region. groups, particularly in remote and rural 93% of farmers participating in the Empowering Families project had adopted sustainable areas who face additional barriers to agriculture practices, resulting in significantly increased production levels of all crops. Prepare and distribute information, employment and education; as well as education and communication (IEC) We provided training and capacity building for 50 professional health workers in two districts working with government and other materials to promote health, hygiene of Nusa Tengarra Temur province in Indonesia, to strengthen nutrition services for children and nutrition messages to parents and duty-bearers to ensure marginalised under five. caregivers of children under five. groups can access services that impact on their livelihoods. PROJECTS DESIGNED AND MANAGED BY PLAN IN AUSTRALIA 9 We established community consultation processes in 72 villages in Minh Hoa district in Establish an integrated youth program Vietnam, so that women and men, girls and boys, including the elderly, people with disabilities, Asia projects 7 in Timor-Leste, providing opportunities ethnic minority groups and other marginalised peoples, are involved in decision making and for youth to develop economic, political, East & Southern Africa projects 2 allocation of government development funding. social and cultural skills and to contribute meaningfully to the development of their Our Chiredzi Food Security project in Zimbabwe provided $30 vouchers to more than 5000 of communities. the most food insecure households to purchase small grain and other open pollinated variety seeds through agricultural fairs. A follow-up undertaken in April 2011 with a sample of these Extend the Chiredzi Food Security Program households found that 95% had received training from government extension staff or local in Zimbabwe. This will build on our work farmers to improve agronomic practices. in promoting small grain cultivation and improved agronomic practices, and village chicken production and gardening, with a focus on female-headed households and the most food insecure households.

32 Plan International Australia | Annual Report 2011 www.plan.org.au 33 RIGHTS & COMMUNITY Transform the world so children know RESILIENCE their rights

Children, their families and others in the community should be aware of their Future priorities rights and responsibilities, and have opportunities to act on them. When people We will work with partners and communities in Chipinge and Chiredzi do not understand or realise their rights it can result in missed opportunities and districts of Zimbabwe to address gender- limited quality of life. based violence as well as work with other civil society organisations and government at national and district levels to improve implementation of the Our Approach Regional profile Domestic Violence Act (2007). In Ndiwa district in Kenya, we will focus Plan’s Rights and Community on rights relating to health services and Resilience projects address the policies affecting marginalised women promotion and protection of human and marginalised young people, and in collaboration with other civil society rights and the fostering of supportive organisations, we will seek to enact environments at household, improvements in the district health policy community and national levels. It and health systems. involves community education about In Uganda, we will work in new areas rights (including rights in national law in Kampala city and in Kamuli district and human rights), capacity building of on legal rights, as well as extending to both civil society and government duty Lira district. At the national level we are bearers, and increasing engagement working with key collaborating partners CAMBODIA to influence the operationalisation of the between civil society and government. Domestic Violence Act (passed in 2010), Using a rights-based approach, UGANDA KENYA the development of a Legal Aid Policy and projects in our portfolio work with lobbying for a Sexual Offences Bill, while stakeholders at different levels to at the local level we will work to create address inequalities and discrimination; an enabling environment in which people ZIMBABWE understand and realise their legal rights. reduce marginalisation, vulnerability and social exclusion; strengthen social capital; and promote participation, empowerment and inclusion. These A member of a support group in the group nutrition and herbal garden in Chiredzi district, Zimbabwe, which was established with the support of Plan’s RCV program. projects have a special focus on addressing gender inequality of women and girls in decision making in their PROJECTS DESIGNED AND MANAGED BY PLAN IN AUSTRALIA 6 Highlights from the year families, communities and in relation Asia projects 1 In Uganda, we helped to develop the skills and knowledge of 168 community legal volunteers to governance and services provided East & Southern Africa projects 5 (including 94 women), with a number of volunteers being trained as paralegals. Almost all by government. have registered with community-based organisations that provide free legal services to community members.

Participants in our Reducing Community Vulnerability to HIV and AIDS program in Zimbabwe were interviewed in late 2010 and all reported that their lives had changed as a result of the program: 52% referred to the recognition of the rights of people living with HIV, 22% to free association (less stigma in the community) and 17% to increased respect for positive living.

The Kenya Reducing Community Vulnerability to HIV and AIDS program provided self help groups and support groups of people living with HIV with training in agriculture and income generating activities and group saving and loan schemes. Almost 50 groups comprising over 1000 people (80% women) were involved and as a result are now better able to meet school costs for children, food and clothing and household medical costs.

34 Plan International Australia | Annual Report 2011 www.plan.org.au 35 DISASTER RISK REDUCTION Transform the world so children are safe & MANAGEMENT

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

Our Approach Regional profile Plan’s global approach to Disaster Risk Management (DRM) is based around two key goals: for children and young people to grow up safely in resilient communities; and for children and young people to realise all their rights in emergencies. Our work is informed by an understanding of the needs and perspectives of children and young PA KISTA N people, and analysis of the political, HAITI A band plays to celebrate the opening of a child-friendly space in Pakistan following the floods. These spaces provide Girls play with a puzzle at a child-friendly space set structured and supervised play and learning activities. up by Plan in Haiti following the earthquake in 2010. SOUTH SUDAN THAILAND environmental and social context. Our PHILIPPINES These spaces run local games, songs, exercises and projects have a long-term perspective, ETHIOPIA other activities. Plan is continuing to support long-term GUINEA UGANDA recovery efforts. as well as meeting immediate life- INDONESIA TA NZANIA saving needs, and are divided into: TIMOR-LESTE Highlights from the year Future priorities

ZIMBABWE 1. Disaster Risk Reduction (DRR) and In Zimbabwe, our DRR project supported the formation of ten environmental schools clubs Expand our DRR approach to make it Climate Change Adaptation registered with the Environmental Agency to undertake a range of conservation activities such as more climate change inclusive. tree planning, nursery production, wetland management, and regeneration of degraded lands. 2. Education in Emergencies Develop a Food Security Unit to assist and Recovery In Uganda, our DRR project helped to deliver disaster risk reduction training to 62 local Plan’s profile within the sector and to government staff members, which resulted in the establishment of District Disaster assist with learning and development 3. Child Protection in Emergencies Management Committees. These committees supported localised hazard and vulnerability around food aid and food security. mapping exercises. Furthermore, Plan’s DRM approach Increase disability inclusive DRM aims to provide an integrated food PROJECTS DESIGNED AND MANAGED BY PLAN IN AUSTRALIA 11 Plan in Australia, in partnership with the World Food Programme, delivered immediate food throughout our humanitarian programs. aid/food security approach as well as Asia projects 2 aid to vulnerable communities in South Sudan. Supporting this program, complementary food security measures (seed provision, tools and training) were implemented through the Food and working across various partnerships East & Southern Africa projects 8 Agricultural Organization (FAO). including local and international NGOs, government agencies, the United We were successful in tendering for three Child Protection in Emergencies projects in Haiti, Nations and other networks. Pakistan and Indonesia, reaching more than 30,000 children and young people. We successfully tendered for and were awarded an AusAID Humanitarian Partnership Agreement, which classified Plan in Australia as one of six preferred INGO response partners with AusAID.

36 Plan International Australia | Annual Report 2011 www.plan.org.au 37 our organisation

An Enabling Environment As discussed earlier in this report, our organisational strategy defines four key directions for the growth and development of Plan in Australia, supported by four key enablers. If the directions of our strategy describe ‘where we want to go’, the enablers show us ‘how to get there’. These enablers are an integral part of our growth and development. Their functionality determines the internal personality of our organisation and our strength as a united group of people working towards a common vision. As such, our enablers are the ‘machinery’ of our work, and we are constantly striving to strengthen and enhance them.

With 2011 as the final year of our current organisational strategy, now is the time to reflect on some of the major milestones and key internal achievements and challenges over the three-year strategic period, as related to our four Enablers: Culture, Learning, Accountability, and Systems.

Image: A mother and daughter wash their hands with soap in Quang Ngai province, Vietnam. One of the aims of Plan’s WASH work has been to promote behaviour change, which creates demand for sanitation.

38 Plan International Australia | Annual Report 2011 www.plan.org.au 39 Staff at Plan in Australia’s head office in Melbourne. Plan in Australia staff visit a Plan-supported primary school in Bokeo province, Laos. Staff at Plan in Australia’s head office in Melbourne.

• Be the real ‘you’ 24 hours a day Plan to identify which areas could be • hosting an Australia’s Biggest with occupational health and safety strengthening of the infrastructure as part 2011: A year • Be inspired by people as committed influenced in relation to purchasing. Key Morning Tea event to raise money regulations and providing a safe and of ongoing Payment Card Industry Data and passionate as you are considerations for the purchasing guides for the Cancer Council healthy workplace. We aim to achieve Security Standards (PCIDSS) compliance. were child rights and the ethical and • celebratory lunches to recognise the this through the elimination of health of growth • Spend your working hours in a fun, The Plan Systems and Process The growth experienced by Plan in dynamic environment environmental impacts of purchasing. As achievements of all departments and safety risks, or through reducing a result, five purchasing guides have been those risks in so far as practicable. Our Improvement Project, now known as Australia over the past year has had a • Keep growing personally as you help • a presentation for staff on the ‘Enterprise’, has formally commenced significant impact on the internal workings us grow professionally developed (promotional merchandise, importance of healthy posture and policies are applicable to all those in our paper, printing services, stationery and workplace including staff, volunteers, and contracts were negotiated with of the organisation, in a variety of ways. • Help transform children’s potential free posture assessments with a office equipment consumables). They contractors, visitors and members of the Blackbaud Pacific for its Enterprise Growth in income and operational activity worldwide into something truly amazing. Myotherapist Constituent Relationship Management is driving a corresponding growth in include sections on key ethical and • the 2010 Christmas party, which was public who may be affected by our work. The new EB has already been environmental considerations for each System (BBECRM). The Project our staff numbers (see table on page themed the mad hatters tea party, In 2011 Plan in Australia incurred incorporated into Plan’s job purchasing area; checklist for purchasers Governance Group, Project Team and 48). This is highlighting the need for an saw an array of millinery delights, all no costs for work cover claims. Our advertisements. The EVP will be used (including relevant questions to ask Blackbaud Pacific are working diligently increasingly professional approach to our of which accompanied a barbeque Victorian Workcover Authority insurer as a base for some future strategic HR suppliers, simple specifications and model to ensure the successful delivery of human resources management practices. lunch, games of croquet, and a recently reported that our insurance projects, including defining Plan in contract clauses); tips for comparing this project. Enterprise will replace In response to this, a new, five-year People cupcake decorating contest. premium is 16% better than the average Australia’s corporate values, and the products and links to further resources. and update some of the organisation’s & Culture strategy was approved by the for the industries in which we operated development of a leadership framework. These can help guide future purchasing key internal systems including donor Board during 2011. The duration of this over the last three years. This measure at Plan. In the coming year, work will be management, web e-commerce and grant strategy shows a commitment to the The move to our new office at Southbank, shows a significant saving as a result of done to improve Plan’s capacity in the Support for management. The improved business implementation of a long-term approach which occurred in July 2010, has been our good health and safety practices. area of environmental reporting. systems and processes will allow the that will support the continued growth positive with staff enjoying the improved families We have five company appointed organisation to respond effectively to the and satisfaction of our team, to help meet facilities. Continued staff growth during As a child rights organisation, Plan trained first aid officers and we keep many challenges and opportunities we future challenges. The overarching goal this year has validated the need for the Wellbeing Committee in Australia prides itself on being a defibrillator and an epipen on site. will face in coming years. of the People & Culture Strategy is that move, with the increased floor space The Wellbeing Committee (WBC) was Additionally, all programs staff who travel within five years, Plan will be externally projected to accommodate continued established to understand the wellbeing family friendly and has a number of In 2012 Plan International is changing its benefits for staff who are parents. have received training in remote first aid. recognised as an employer of choice. This organisational growth for up to ten years. needs of our staff and to cultivate the approach to the management of global ICT is seen as a key objective in staff attraction These include a strong parental leave and moving many services to ‘the cloud’. *The Employer Brand is a statement that builds an best possible office environment for staff. Plan holds a membership to and retention in coming years. image of Plan in the minds of current employees and It has been shown that organisations policy, flexible work arrangements and International SOS, accessible to all our This has resulted in the decommissioning the external market (potential employees, customers, family friendly social events. Also, with In preparation for this, in June 2011 we with an excellent office culture, a social staff and contractors travelling overseas. of the Plan global network and each supporters). The Employee Value Proposition is a research showing that an increasing launched our Employer Brand (EB) and summary of the ‘rational’ and ‘emotional’ benefits an environment and free exchange of This organisation gives Plan travellers National Office must now source and number of women return to work Employee Value Proposition (EVP)*. employee receives when they work for Plan. ideas and information are also the most access to its alarm centres, clinics, and manage the services once provided within the first year of their babies’ This was a key piece of work for Plan productive. The committee is voluntary health and logistics providers. They offer globally. This creates the opportunity for in Australia to position itself to be and draws on staff from across the lives (25% within the first six months local expertise, preventative advice, and Plan in Australia to move its infrastructure competitive both for funding and for Workplace organisation who are passionate about and 44% within twelve months) we emergency assistance during critical to the greener ‘virtualised’ environment. creating a working environment that talent within the employment market. The are committed to providing the right illness, accident, or civil unrest. This strategic approach will also provide enhances the wellbeing of all staff. development of the EB and EVP occurred initiatives support so that breastfeeding mothers further opportunities for broadening can successfully combine breastfeeding remote worker access, future scalability and with extensive input from staff, to ensure Green Committee The committee has been charged with the final product truly reflected staff views. and paid work. At our premises we have Systems enhanced options for disaster recovery and Planet Green is a group of Plan in looking at a number of ways to better Staff were asked to give their opinion on a breastfeeding room located on site business continuity. Australia employees from across the the office life for staff – From health and Plan in Australia values systems and what it was like to work for Plan, what and we are currently working towards organisation who have come together fitness to social outings, philanthropy for infrastructure that have strong and they personally contributed to Plan and an accreditation as a ‘Breastfeeding to increase awareness among staff of causes close to our hearts, staff reward innovative technology, allowing staff and received in return, and the strengths and Friendly Organisation’. Grievance Process environmental issues and to introduce and recognition and formal events as volunteers to work at their full potential opportunities of Plan as an employer. From practical ways to reduce Plan’s part of the yearly calendar. and positioning the organisation at the Plan in Australia has a formal grievance this information, the EB statement was forefront of the sector. During 2011 management policy, which staff are environmental impact. Some of the WBC initiatives from the developed: ‘Realise your potential while Occupational our Business and Information Systems introduced to at the time of their past year include: transforming the world for children’. Seven Over the last year, Planet Green has team built on the foundations of 2010 recruitment. Any internal complaints are statements that captured the essence of worked with the non-profit organisation • BPA-free water bottles for all staff Health & Safety with increased accessibility to systems dealt with via our formal grievance and working for Plan were adopted as the EVP: Eco-Buy to develop purchasing guides • various health notices sent to staff to Plan in Australia is committed to for remote workers, continued stability dispute resolution procedure. for the Plan office. A workshop was • Gather unique and positive life- provide information on attaining a conducting its operations in compliance of core systems and additional security held with key staff members from across changing experiences healthy work life balance

40 Plan International Australia | Annual Report 2011 www.plan.org.au 41 our governance

of the Corporations Law and other advocacy, overseas aid and development Role and relevant legislation and codes work, finance, risk management, IT, (eg ACFID Code of Conduct). marketing and fundraising. function of • Establish and appoint Chairs and Recruitment & elections the Board members of Sub-Committees as appropriate to assist the Board in The Board conducts an annual skills and Our Board of Directors is responsible its deliberations. expertise audit of the board membership for guiding the organisation, and is • Establish taskforces that have a specific to ensure there is continuing best accountable for our actions and the focus and are time limited, as required. practice governance of the organisation impact of our activities. In addition to and a succession plan in place. • Ensure that audited financial reports appointing and managing the Chief are submitted annually and conform New board directors are recruited through Executive Officer, the Board’s main to the Corporations Law and an extensive search process, interviewed areas of governance are: appropriate standards. against the core skills required from the • Ensure the people and performance gap analysis and then recommended Mission Board members from left to right, back-front: Julie Hamblin, Tim Beresford, Brian Babington, Philippa Quinn, Jeremy Ingall, Neil Thompson, Russell Gordon, Ann Skipper, of Plan Board, Directors and staff • Define and review the organisation’s for appointment at the Annual General Philip L Endersbee and Clare Hatton. (Absent: Thomas Kane). meet the needs of the strategic mission and key strategic objectives Meeting (AGM) by the members. direction of the organisation. Russell Gordon and review programs, purposes, The Board elects its Chair and Members Remuneration priorities and vision for the future. Our Members Elected: February 2002 Fundraising for three-year terms at its Annual General Directors serve on a voluntary basis and are Full meeting of Directors attendance: 5/5 • Contribute personally and annually, Meeting in November. Our Chair, Anne not remunerated. They may be reimbursed The Board Members Handbook is Finance Julie Hamblin actively participate in fundraising Skipper was elected in July 2003 and for reasonable costs and expenses incurred distributed to all Board members • Approve and monitor an annual Elected: November 2010 and assist with networking. elected Chair in November 2006. in connection with Board activities. and contains guidelines and policies budget, appoint independent Full meeting of Directors attendance: 3/3* Board Members are limited to serving a regarding terms of membership, conflicts auditors and control the investment maximum of three consecutive terms. Induction of interest and general responsibilities of Claire E Hatton of funds. New board members go through a all members of the Board. Elected: July 2008 Structure & Meetings Full meeting of Directors attendance: 4/5 Program oversight training and induction process that The Board and sub-committees meet at involves one-on-one introductory sessions K Anne Skipper AM (Chair) Jeremy DM Ingall and support Operations Elected: July 2003 (elected Chair 2006) least five times per year. The Annual General with the Board Chair, the CEO and each Elected: July 2005 • Oversee and evaluate programs, Full meeting of Directors attendance: 5/5 Board structure Meeting is held in November each year. member of the Executive Team. Full meeting of Directors attendance: 4/5 ensure Plan is aware and informed of Philip L Endersbee (Deputy Chair) The Board of Directors is comprised Thomas JS Kane changes in the external environment Elected: October 2003 Performance Board Members Handbook Elected: April 2004 and be an advocate for the of between five and twelve Board Full meeting of Directors attendance: 5/5 members. At the end of 2011 there The Board conducts a board and director The Board Members Handbook is Full meeting of Directors attendance: 4/5 organisation in the community. Margaret J Winn were eleven members of the Board. performance review on an annual basis. distributed to all Board members Philippa Quinn Every three years the review is conducted and contains guidelines and policies Elected: November 1998 Compliance Full meeting of Directors attendance: 1/3* Elected: November 2010 It is a requirement that the composition by an external governance consultant. regarding terms of membership, • Ensure that Plan in Australia Full meeting of Directors attendance: 2/3* of the Board reflect the experience and The board measures its performance declaration of conflicts of interest and Brian Babington conforms to the general principles Neil R Thompson expertise needed by the organisation against the key performance indicators general responsibilities of all members Elected: May 2010 and practices laid down by Plan Full meeting of Directors attendance: 5/5 Elected: February 2007 to meet its vision and objectives as that are set following each annual review. of the Board. International for donor countries. Full meeting of Directors attendance: 4/5 stated in the Memorandum and Articles Suzanne E Bell • Participate in the formulation of of Association. The composition of the Recommendations following all reviews Elected: July 2008 * Meetings while Director held office international policies of Plan. – both internal and external – are Full meeting of Directors attendance: 3/5 Board should reflect a diversity of age, To learn more about the individual members referred to the Corporate Governance • Ensure that the organisation conforms gender and experience, and a range Tim DA Beresford of the Board, please visit our website: with its Memorandum and Articles of professional skills and experience in Committee for action. Elected: July 2003 plan.org.au/whoweare/ourpeople/board of Association, and the requirements management, governance, legal, child Full meeting of Directors attendance: 4/5

42 Plan International Australia | Annual Report 2011 www.plan.org.au 43 our management

The Executive Team Our Executive Team is responsible for providing effective leadership to our Ian Wishart organisation, developing the strategy and managing day-to-day operations. Chief Executive Officer The team is led by the Chief Executive Officer (CEO). In line with the structure of the organisation, the CEO has three direct reports, heading up the three functional areas of Plan in Australia: Ben Holgate Dave Husy Gerard Dell’Oste International Programs; Marketing & Director, Marketing Director, International Chief Financial Officer Communications; and Corporate Services. & Communications Programs & Company Secretary In 2011 Plan bid farewell to Aimee Suchard-Lowe, Director of Marketing & Communications, and welcomed Ben Holgate to the role. left to right: Sandy Hutchison, Human Resource Director Asia Pacific at Marsh & McLennan Companies; Anne Skipper AM, Chair Plan International Australia Board; Peter Promitz, Regional Head Mercer Asia Pacific; and Ian Wishart, CEO Plan International Australia at the Because I am a Girl launch. Plan in Australia CEO Ian Wishart visits a Plan-supported vocational training program in South Sudan following Independence Day.

Marketing & Fundraising Committee Plan International Board – People & Committees Sub-Committee of the Board: Culture Committee Claire E Hatton (Chair) K Anne Skipper AM Corporate Governance Committee Philippa Quinn (effective 24/2/2011) Sub-Committee of the Board: Jeremy DM Ingall Plan Members’ Assembly Tim Beresford (Chair) Neil R Thompson Brian Babington (effective 26/6/2011) Philip L Endersbee Neil R Thompson K Anne Skipper AM Margaret J Winn (retired 17/11/2011) Margaret J Winn (retired 26/11/2010) international Finance & Audit Committee Sub-Committee of the Board: roles and Russell Gordon (Chair) Suzanne E Bell responsibilies Thomas JS Kane Jeremy Ingall (effective 24/2/2011) The following Directors have roles and K Anne Skipper AM (retired 24/2/2011) responsibilities with Plan International:

Program Advisory Committee Plan International Board Sub-Committee of the Board: K Anne Skipper AM Brian Babington (Chair, effective 24/2/2011) Margaret J Winn (Chair until retiring 26/11/2010) Plan International Board – Programme Julie Hamblin (effective 24/2/2011) Committee K Anne Skipper AM K Anne Skipper AM Belinda Lucas (co-opted) Margaret J Winn (retired 17/11/2010) Kathryn Robinson (co-opted)

44 Plan International Australia | Annual Report 2011 www.plan.org.au 45 Gerard joined Plan in Australia in early Ian Wishart Dave Husy Business and Information BSc, DipEd, MBA, GAICD BA (Sociology/Politics), BA (Hons), 2000 bringing 15 years experience Leadership & Systems Manager from both the corporate and non-profit As the CEO of Plan MA (Development Studies) sectors. He has held financial, commercial accountability in Australia, Ian is Dave leads Plan Chief Financial Officer People & Culture Manager and IT roles in different organisations and instrumental in setting in Australia’s Each member of the Executive Team (ET) Company Secretary industries including the National Trust of the strategic direction International Programs is a leader in their area and responsible Australia (Victoria), BHP Co. Ltd. and the of the organisation as department, comprised for the management of teams within their Finance Manager ANZ ‘Banking Group’. well as being across its of the Program departments. The individual managers of these teams form the Leadership Team, day-to-day operations. As a member of Implementation and Supporter Service Manager Plan International’s Leadership Team, Ian Program Effectiveness teams. He is Ben Holgate and are themselves responsible for line contributes to the direction of the global Australia’s representative to the Child- BA (Hons) management of staff and reporting back to their ET member. Brand & Communications organisation and represents Plan in Centred Community Development Ben directs the Manager Australia on the international stage. department at our international Director, Marketing & Marketing & The ET meets weekly and holds offsite Chief Executive Officer headquarters. Communications Prior to joining Plan in 2001, Ian held Communications meetings twice a year. ET members Public Fundraising and senior positions with World Vision Dave joined the organisation in 2008, department comprising hold quarterly review sessions with the Marketing Manager including Manager of Strategic Planning bringing nine years of experience as a a number of teams Leadership Team to review learnings and Manager of Emergency Relief program strategy and review consultant including Brand & and challenges and examine team Donor Relations Manager performance against the organisational in Australia and Country Director in with international development agencies Communications, Supporter Services, strategy. The ET also reports against Laos. He is a member of the Executive in South and East Africa. Prior to that, Donor Relations, Public Fundraising & the strategy to the Board of Directors Corporate Relations Committee of the Australian Council Dave worked for ten years as a senior Marketing and Corporate Relations. every two months and provides financial Manager for International Development NGO manager in southern Africa. A graduate of London University, Ben reports to the Board every month. (ACFID) which is the peak body worked in advertising in the UK and International Programs Manager for the international aid sector. As Gerard Dell’Oste the Middle East before moving to Director, International one of Australia’s most experienced Australia in 1996. Since then he has held Programs BBus (Acc), FCPA Program Effectiveness development professionals and the face marketing leadership positions in various Gerard is responsible Manager of Plan in Australia, he is often called organisations, including The Coca- for the Corporate upon in the media to provide his expert Cola Company, the Transport Accident Services of the opinion and insights. Commission (TAC) and AWB Landmark. organisation which He was also a Board member of Circus comprises Finance, Oz. Ben joined Plan in May 2011 from Business & Information Performance Remuneration IDP Education Ltd. Systems, People & Culture and During 2011, Plan in Australia made the transition from using the Hay job grading system Operational Administration. He is management to using the Mercer job grading system to grade all our roles and participate in the Mercer Company Secretary and a member of The performance of Executive Team Salary Survey annually. During the year Mercer completed evaluations of key benchmark the Finance & Audit Committee and the members is monitored and assessed by the positions within Plan, and recommended the move to a 7-band remuneration structure. Corporate Governance Committee. He is CEO in formal performance reviews each Plan adopted the structure recommended by Mercer, which caps each band at the 25th Australia’s Finance representative at our year. Please see page 49 for further details. percentile for comparable positions in the general market. International Headquarters. The Executive Team’s salaries (including superannuation) as at 30 June 2011 were as follows:

Remuneration (incl Superannuation) Number of Executives in group $180,000 – 199,000 1 $160,000 – 179,999 1 $140,000 – 159,999 2

46 Plan International Australia | Annual Report 2011 www.plan.org.au 47 our staff

Staff numbers by Turnover at Plan in Australia remains Staff Profile Recognition & Recruitment well below industry standard, at 6% for this year. While this represents a At the end of 2011 there were 62 department Satisfaction & remuneration 1% increase over 2010, the low employees working at Plan in Australia executive PROGRAMS marketing & Corporate Total turnover levels indicate a high level of (a 32% increase from last year), all communications services Plan in Australia holds quarterly We take great care to ensure that the celebration lunches at which team people who join our team are the right satisfaction and engagement among located at our Australian office in 2 011 2 24 26 10 62 staff. Plan is committed to continuing to Melbourne. We also engaged up to 15 achievements are acknowledged and fit and are given the greatest chance of 2010 2 16 21 8 47 offer flexible work practices and other contractors at any given time to help us celebrated. Plan’s previous approach was success. For this reason, we follow a five- to award deserving individual staff for benefits and initiatives. manage peak periods. 2009 2 12 21 8 43 step recruitment process that maximises outstanding achievements, however this the potential to hire individuals who are practice was discontinued due to staff FULL TIME PART TIME Staff by work the right fit to the organisation, while feedback that they felt uncomfortable balancing the need to be a diverse and Performance type being individually recognised when team inclusive work place. commitment was necessary to achieve or Management complete initiatives. Informal recognition We advertise all our vacancies online on 50 A formal performance management year 2011 initiatives include offsite team lunches our website, on the ACFID website and system is used to manage and measure 12 and other social events. on employment websites. Applicants are performance, from the CEO through to all assessed against the key competencies An employee opinion survey was levels of the organisation. We use an annual of the role, the skill gaps in the team 45 conducted in 2010 for all staff. The results performance cycle that starts with goal and their interest in the not-for-profit year 2010 of the survey were collated and fed back setting, followed by a mid-year review and sector. We then conduct a selection 12 to the Executive and Leadership teams. concluding with a formal end-of-year review. As a result of the survey outcomes, a process that generally involves two 33 17 11 1 number of critical issues have been, or are rounds of interviews and aptitude and To ensure we are all focussing our 36 psychometric testing. year 2009 in the process of being addressed: energy on achieving common goals, the CEO’s goals are first set by the Board, 8 Our recruitment and selection FEMALE FEMALE • Review of our remuneration system with guidance from the strategy and (refer page 47) procedures reflect our commitment to MALE MALE 0 10 20 30 40 50 the external environment. The CEO the safety and protection of children in • Replacement of our central database then works with other members of the our activities. As part of the selection Full time part time • In-house leadership development Executive Team to set their goals, and so Staff by process candidates are required to training (3-day program, held in Q1 the goal setting process cascades through undergo police checks and working with In 2012 our People & Culture team will and Q2 of 2011) Plan. This approach helps to ensure there children checks. Plan in Australia is an age Working work on defining Plan in Australia’s is strong alignment with, and focus on, 1 3 equal opportunity employer. values. This will occur through a A full employee engagement survey was Plan’s organisational strategy. Environment consultative process involving a cross- not conducted during 2011, however an For details of our remuneration policy section of staff. The completion of this employee attitude survey was conducted Although a formal performance 17 14 Plan in Australia aims to provide a please see page 47. project is important to other future in Q3, data from which was utilised to management process is in place, our positive working environment for all staff. shape our Employee Value Proposition work, particularly the development of a approach to performance management (EVP) (see page 40). The next Workplace flexibility is an important leadership framework. People & Culture is very much on regular conversations engagement survey is scheduled for late part of our value proposition to staff. We will also investigate the introduction of Retention between line managers and employees in 2012, approximately twelve months offer flexible start and finish times and an online induction program. If approved, and ‘in the moment feedback’. There after the introduction of our EVP. This Turnover is calculated as follows: 24% of employees work part time. We online induction will help to ensure should be no surprises at the formal 27 also equip some staff with technology to will allow time for the EVP to become performance review checkpoints. that our new staff receive consistent, embedded into Plan’s human resources Turnover = no. of voluntary terminations x 100 work from home to reduce the time they timely information in a format that strategies and programs, and will test Total permanent headcount 18-24 35-44 60+ spend travelling to and from the office. also promotes Plan’s Employee Value the extent to which our staff feel Plan is Staff who travel internationally or work 25-34 45-59 Proposition (see page 40). living the commitments made in the EVP. overtime are offered time off in lieu.

48 Plan International Australia | Annual Report 2011 www.plan.org.au 49 Internal Learning

Understanding Development

Rohan Kent, Plan in Australia’s Senior Program Manager - Disaster Risk Management, talks with South Sudanese returnees from Khartoum following the January 2011 Independence Referendum in South of Sudan To support Plan in Australia’s goal to improve community accompany the weekly presentations, including designed engagement and learning across the organisation, this handouts, copies of Powerpoint slides, suggestions for further The program operates for approximately year an internal ‘Understanding Development’ course was reading and useful articles. The suite of materials provided Learning and Communication six months at our national office. Interns developed and delivered to staff. participants with an easily accessible ‘reference pack’. also have the opportunity to apply for Executive Team members hold regular Development Country Office placements. There is strong The course was piloted from December 2010 to March The piloted training course was a strong contribution departmental meetings with their staff. competition for the roles, and applicants 2011. A series of 11 modules were delivered weekly to to Plan’s learning environment, with the post-course We encourage a learning environment Due to the high volume of travel that undergo a rigorous selection process. an audience of 20 staff members from Marketing and survey clearly demonstrating a positive shift in staff where every employee receives takes place in the International Programs Communications, Supporter Services, Finance and HR. members’ self-assessed levels of understanding and opportunities to learn and grow. A key department, ‘at home’ weeks are held In 2011, our Policy & Learning and confidence. The opportunity for staff members to engage part of this is allocating each employee four times a year, where program team Education/ECCD teams took on three The aim of the course was to provide an agency-wide with different themes and elements of Plan’s work and, with a learning budget, to be spent as staff are required to be in the office interns as part of a pilot program. Two standard on knowledge, skill and confidence with importantly, with their colleagues, was received by all as agreed with their line manager. Many rather than travelling. During these of these interns have since progressed to development issues, approaches and Plan’s role in a worthwhile exercise. The course has provided a window employees use this money to fund part times program staff come together assignments within the Philippines and promoting children’s rights. The learning objectives were for the exchange of information and knowledge from the of their higher education. Others use it for knowledge sharing, learning and Indonesia. The feedback from this group to increase participants’ understanding of, and ability to Programs department to the rest of the agency. for short courses and training programs. development and socialising. has been encouraging with the view further investigate the following topics: Learning and development plans are expressed that completing an internship One participant’s comment captures a strong consistent Once a month, a town hall meeting • Poverty, measurements of poverty and approaches to formalised with line managers as part of with such committed and experienced theme from the course evaluation: “I thought this course known as ‘Chalpal’ (meaning ‘a overcoming poverty the performance management process. staff, in a strongly supportive was very valuable for someone without an international discussion’ in Nepalese) is held for all environment, has provided the best • The contexts of poverty in Africa and Asia, and development background and think it should be essential staff. Leadership Team staff facilitate For the past five years Plan in possible foundation and opportunity historical, political and social factors contributing to for induction process in the same way that IT induction is the meeting and staff contribute to the Australia has successfully supported to enter the field of international the construction of poverty given 2–3 times throughout the year. Well done on a great agenda by putting forward subjects they one participant in the prestigious development. • The role of international organisations, including NGOs initiative – and very enjoyable!” Asialink program. Asialink is an would like to discuss. The objective is such as Plan, in relation to global poverty to learn from each other’s experiences Another participant acknowledged: “The course was very exciting leadership program designed During 2011, Plan approved the • How Plan works and how we work in Country Offices to build stronger relations and by sharing news, knowledge, opinions appointment of six further interns to well put together and the presenters were in tune with • The role of gender in development understanding between the Australian and stories. A recent Chalpal included a work in the following areas: the audience. They seemed to be aware of the level of understanding of those attending and the presentations and Asian business and community. presentation by a member of Engineers • The role of accountability and effectiveness in our work weren't too complicated. The handouts were great.” Run by Melbourne University, it builds Without Borders Australia, who • Education & ECCD • How development is marketed at Plan worked for Plan Timor-Leste for a year, • Policy & Learning participants’ leadership skills through The course has been a useful internal communications mentoring and advising Plan’s partner The broad range of topics was designed to encompass access to key business and community • Program Quality mechanism and many ideas have spurred as a result, NGOs in engineering support matters. the scope of international development with concrete leaders and provides an opportunity to including making the course part of induction; filming • Rights & Community Resilience and practical examples from Plan’s work. The interactive make a tangible contribution through the course to put online as ‘talking head’ vignettes for • Youth Participation nature of the presentations was consistently identified a workplace project. This year our supporters; and adjusting the handouts for download • Marketing & Communications. by participants as an informative way to engage with International Programs Director Dave online. The Understanding Development course will be Intern Program the topics. Husy is participating in the program. implemented again in 2012 with a new group of staff Plan in Australia operates an intern The new interns will join Plan in While the presentations were cursory, often providing members including six interns. Other learning and development program that allows graduates to early 2012. a mere snapshot of a topic, they opened dialogue and initiatives include lunchtime experience firsthand what it's like to provided participants with reference points for accessing presentations by local and visiting work in international development, and further information. A binder of resources was created to international Plan staff and monthly helps build their capacity to contribute ‘Chalpal’ meetings (see below). to the sector at a professional level.

50 Plan International Australia | Annual Report 2011 www.plan.org.au 51 Our Volunteers

Volunteers play a crucial role in both Office volunteers by Recruitment day-to-day operations and many of Office volunteers are recruited by our the activities we undertake locally and gender Supporter Service team. Opportunities overseas. They bring with them a wealth to volunteer with Plan in Australia of experience, passion for our cause and are advertised through our regular a willingness to do that little bit extra that e-zines and social networking sites, and makes a huge difference to our work. applicants are interviewed and selected according to their suitability and level of interest. Successful applicants are

Office 3 9 required to undertake police checks. volunteers Training Male Female Our office volunteers are an integral All office volunteers team receive on-the-job training to become familiar part of our working team and add to Roles the culture of our workplace. with tasks and processes. The number Plan in Australia volunteers play an important role in the day-to-day operations of the Melbourne office. Volunteers in our Australian National of training hours depends on the level Profile Office assist with a diverse range of and type of tasks the volunteer will be tasks, including: undertaking. Volunteers also attend Recognition & Satisfaction Companies Women’s Networking Group In 2011 there were 12 regular office • managing thousands of incoming and Child Protection training when sessions In-kind support who provided support before and volunteers working as part of our Volunteer recognition and satisfaction outgoing mail items each week are held in-house for Plan staff. after the event. There are many other Supporter Service and Corporate Services are important considerations for our Plan in Australia is grateful for the • managing our stores of marketing collateral business groups who have supported teams. Most of our office volunteers are organisation. We aim to ensure our in-kind support offered by our • office administration(filing, data entry etc.) Plan through fundraising breakfasts, fun retired from full-time work, are long- office volunteers receive encouragement corporate partners. This financial year • phone-based customer service runs and similar events. For more details term Plan supporters, and have been and acknowledgement of their the following organisations provided • accounts receivable on business and community fundraising volunteering with us for a number of years. contribution, and that they are socially pro bono services: Mercer provided • accounts payable please see pages 24–25. They bring a vast range of professional integrated in the organisation. human resource advice; Corrs Chambers skills, knowledge and life experience from In 2011 volunteers’ satisfaction was Westgarth and Landers & Rogers their own careers and lives. monitored through regular informal provided legal advice; and the Westpac P&O Risk Team provided support in Each volunteer typically assisted one or conversations with Leadership Team database management. These pro bono two days per week, and as a team they members. Their invaluable contribution represented 1.8 full-time team members. to the organisation was recognised services helped Plan to reduce operating through dedicated morning teas, costs, increase efficiencies and utilise office volunteers by invitations to staff events such as Chalpal skills to deliver our core activities. and the annual Christmas party and Some of our corporate partners also AGE inclusion in team activities. contributed their time and skills through Looking forward, our office volunteers developing volunteer groups at work will be involved in some important and raising funds and awareness for Plan. activities over the coming year, including For example, our Because I am a Girl taking part in focus groups for our business lunch at the National Gallery upcoming Supporter Experience strategy of Victoria was a success thanks to the development. hard work of the Marsh & McLennan 2 4 6

15-18 51-65 65+ A volunteer in the Plan office in Melbourne assists with administrative tasks.

52 Plan International Australia | Annual Report 2011 www.plan.org.au 53 our finances

The year in review Plan in Australia continued strong financial growth in 2011 with total revenue of $41.8 million – a 10% increase over last year. It was also an important milestone for the organisation, with revenue exceeding $40 million for the first time.

Core revenue from public income of $26.2 million and grant income of $15.2 million grew by 4% and 20% respectively. The increase in revenue was achieved with total expenditure of $13.6 million maintained at the previous year’s level. While sponsorship revenue of $23.4 million increased by 4% on last year ($22.6 million in 2010), total child sponsorships of 47,147 decreased by 2530, reflecting the challenges of acquiring new child sponsors in a difficult supplier market.

The solid growth in 2011 demonstrated by increased revenue while maintaining expenditure at the prior year’s level, allowed a significant increase in cash funds remitted of $24 million to overseas projects and development. The additional $5.8 million or 32% increase was possible as a result of high levels of acquisitions increasing our donor base at the end of 2010, combined with continued increase in local government grants received including disaster relief funding.

Image: Primary school children living in a village along the river in Bokeo province, Laos. Plan is working in Laos to improve education services and awareness by parents and teachers on the importance of early childhood development.

54 Plan International Australia | Annual Report 2011 www.plan.org.au 55 overview

4) Institutions must have a minimum contributed extensively to global Operating Standard & Poors (S&P) Australian programming strategies across two rating of no less than A-1 or AAAm Plan regions. New policy and advocacy environment for short-term investments or no capabilities contributed ideas at the The global economy in 2011 was less than A for medium to long-term national and international level. investments. turbulent as a result of the deterioration Our new corporate strategy for 2012– in the sovereign debt situation in both In 2011 our investments performed in 2016 is grounded in our understanding America and Europe. The impact on line with budget. of the potential for further and the financial markets was severe with sustained growth. It places our highest falls similar to those experienced in the emphasis on quality impact and Global Financial Crisis in 2009. The local Risk management influence for children while recognising economy also softened with increased that growth in income and corporate unemployment, lower retail spending Plan in Australia sees the development of identity are essential to realise these and an increase in the consumer price a strong risk culture as the overarching higher goals for children. It outlines a index. The resultant cautious approach component of our risk management strategic framework which will direct to spending may have contributed to a framework. Making risk management organisational growth and guide modest 4% increase in public income an integral part of our organisational programming in ways that have positive for Plan. The high Australian dollar also culture is essential to improving the and lasting impacts for children. impacted child sponsorship acquisition organisation's strategic planning and with a large fall in the numbers acquired decision making. This involves ensuring Over the next five years, Plan’s work will as the labour market (backpackers and that risk management is embedded into be guided by the aspiration that child students), largely utilised by the Direct business as usual and not seen as distinct rights needs to be positioned as a major Approach suppliers diminished. from day to day activities. cause in the development contexts we work in. We must continue to grow in Our Risk Management policy sets scale and reach but also strengthen our Reserves out the way in which risks facing thought leadership on child rights issues the organisation should be assessed, and continue to give children a voice in Appropriate reserves were maintained to monitored and reported, and details the determining their futures. We will need meet current and future responsibilities responsibilities within the organisation the income and internal capabilities to and obligations. At the end of the financial for risk. It is available to view on our fulfil this leading role. There must also be year our reserves were $3.4 million. website: plan.org.au/whoweare/ a heightened focus on capacity building, accountability. and investing in program partners as they join us on this journey if we are to Investments be successful together. Plan in Australia has a conservative Looking forward investment strategy comprising four Over recent years Plan has built key components: the capabilities of a full spectrum 1) Cash based (bank bills, term deposits, international development agency. In government bonds) the recent three-year strategic phase (2009–2011) our annual income 2) Individual investments are limited to grew from $39.3 million to $41.8 a maximum of $400k million. We contributed to relief and 3) Exposure to institutions is limited to developmental programs in 50 countries a maximum of $500k and in-Australia programming capacity Children splash water on their school garden in Cambodia. With Plan’s support, the school now has colourful classrooms, a garden tended to by students, a sports area and playground.

56 Plan International Australia | Annual Report 2011 www.plan.org.au 57 RESULTS

INCOME Overall Support 5-year trend and Source (2011) on support (2007–2011) Where our support comes from How support is trending

Community support (public and Community income had modest growth A$ Millions 2007 2008 2009 2010 $0.3m 2 011 business) continued to be the main (1%) of 4% in 2011, and continued economic 50 source of income for the year with a pressures as a result of the tightening 63% contribution to the full year total global economy will see conservative returns in 2012. A more balanced of $41.8 million. While grant income of 40 $15.2 million (Institutional $11.7 million $11.7m approach to the income channels will and Multilaterals $3.6 million) returned (28%) spread the risk and ensure strong 36%, it reflected an increase on the $26.2m platforms are developed to deliver 30 previous year of 20% compared to the (63%) increased revenue in subsequent years. increase in community support of 4%. Grant income has benefited from 20 The main component of Institutional $3.6m investment in recent years in building (9%) grants remains Australian Government capacity in a number of program areas (AusAID) income, which was $11.3 (including relief) which are expected 10 million – an increase of 37% on 2010. to continue to deliver high returns. In 2011 Plan in Australia was successful Multilateral grants (including World Food in becoming part of the Humanitarian Programme) will be an area of focus with 0 Partnership Agreement with AusAID Community support WFP food aid a strategy of building partnerships with Community institutional WFP other total Support grants food aid which provided new relief funding. The institutional grants other overseas funding organisations ensuring remainder of income (below 1%) mainly participation in a variety of grants to relates to returns from cash investments. support various program areas. PERFORMANCE Grant income How we performed AGAINST STRATEGY This table demonstrates Plan in In 2008, Plan in Australia identified Australia’s growing relationship financial targets* for each year of the $15.2m with AusAID. While this is a positive FUNDING forthcoming three-year strategy. from AusAID $4.6m development, we are seeking to create This chart demonstrates that overall Plan long-term stability by sourcing grants Year $ Amount % of total income in Australia has exceeded our strategic from other institutional donors and growth target for 2011 by $8.1 million. 2 011 11.3 million 27% continuing to grow community support. Grant income growth has been a major 2010 8.6 million 22% 2009 4.5 million 11% factor in this, while public income growth 2008 3.9 million 12% has been satisfactory though less than $28.7m $26.1m 2007 3.5 million 14% anticipated in the strategy. *Excludes WFP income which fluctuates from year to year

2011 target income 2011 actual income

Public income Grant income

58 Plan International Australia | Annual Report 2011 www.plan.org.au 59 EXPENDITURE 2011 Expenditure where the support (EXPRESSED AS % OF TOTAL INCOME) total program work was allocated (2011) How the resources were used Where the support was 2% The primary purpose of resources raised 5% allocated (2011) is to support program work for children. This chart shows where resources* from In 2011 a total of $30.4 million was Australia were committed in 2011. In any allocated for this purpose, representing 19% year, special needs may result in small $0.4m $2.5m a 28.9% increase from 2010. The changes to the distribution due to events $2.4m (1.3%) (8.3%) remaining resources were used to like emergencies. This will only occur (8.0%) provide for future growth by investment under strict policy settings established by 1% in fundraising to secure additional 73% the Plan International Board. supporters and donors; educating the * Resources to international programs are comprised community about global poverty and of income from child sponsorship, grants and public donations as well as gifts in kind received in-country child rights; and regular administration such as WFP food aid. of the organisation to ensure our human resources and infrastructure remains $12.1m (39.8%) strong to support the work we do. $13.0m (42.6%) Overseas Administration Growing resources over time Community Education reserves Plan in Australia’s strategy is to Fundraising significantly grow the resources available for children over each strategic period. This requires a balance between the how the RESOURCES were used immediate release of resources for 2007-2011 PLUS FIVE-YEAR AVERAGE (EXPRESSED AS % OF TOTAL INCOME) programs, and growing our supporter base to generate a greater pool of 100% 95% West Africa resources in future years. 90% Asia 85% 80% Eastern & Southern Africa Americas This chart illustrates how Plan in 75% 70% PROGRAM SUPPORT COSTS Australia has managed this balance, 65% 60% with emphasis on supporter growth in 55% 50% some years and emphasis on releasing 45% 40% funds for overseas programs in other 35% 30% years. The long-term trend for directing 25% 20% resources to overseas programs 15% 10% demonstrates significant growth in the 5% 0% organisation, despite the variations from -5% year to year. overseas Community fundraising Admin reserves Education

average FY10 FY11 FY09 FY08 FY07

60 Plan International Australia | Annual Report 2011 www.plan.org.au 61 income statement Balance sheet for the year ended 30 June 2011 As at 30 June 2011

plan international australia ABN 49 004 875 807 plan international australia ABN 49 004 875 807

2 011 2010 2 011 2010 $ $ $ $

REVENUE ASSETS Donations and Gifts Current Assets • Monetary Cash and Cash Equivalents 7,225309 5,338,960 - Child Sponsorship 23,386,057 22,642,138 Trade and Other Receivables 207,182 1,136,860 - Appeals 1,313,355 1,204,943 Inventories 0 0 - Other Cash Donations 1,367,555 1,200,854 Assets Held for Sale 0 0 Other Financial Assets 425,000 425,000 26,066,967 25,047,935 Total Current Assets 7,857,491 6,900,820 • Non-Monetary 0 0 Legacies and Bequests 130,455 139,110 Non-Current Assets Grants Trade and Other Receivables 0 0 • AusAID 11,253,843 8,552,483 Other Financial assests 0 0 • Other Australian 57,708 258,785 Property, Plant & Equipment 839,969 972,724 • World Food Program 3,587,359 3,621,200 Investment Property 0 0 • Other Overseas 343,915 259,504 Intangibles 374,277 46,530 15,242,825 12,691,972 Other Non-current Assets 0 0 Investment Income 324,793 169,480 Total Non-Current Assets 1,214,246 1,019,254 Other Income 11,260 17,460 Revenue for International Political or Religious Proselytisation programs 0 0 TOTAL ASSETS 9,071,737 7,920,074

Total Revenue 41,776,300 38,065,957 LIABILITIES Current Liabilities EXPENDITURE Trade and Other Payables 4,467,138 3,214,297 International Aid and Development Programs Expenditure Borrowings 0 0 Current Tax Liabilities 0 60,026 International Programs Other Financial Liabilities 0 0 • Funds to International Programs 27,452,629 21,451,858 Provisions 429,903 324,827 • Program Support Costs 2,815,818 1,313,396 Other 93,644 0 • Remittances to Burnet Institute 99,266 760,000 Total Current Liabilities 4,990,685 3,599,150 30,367,713 23,525,254 Community Education 533,676 222,862 Non-Current Liabilities Fundraising Costs Borrowings 0 0 • Public 7,837,945 9,265,964 Other Financial Liabilities 0 0 • Government, Multilateral and Private 3,087 21,718 Provisions 24,831 10,233 7,841,032 9,287,682 Other 733,541 923,475 Accountability and Administration 2,276,294 2,020,831 Total Non-Current Liabilities 758,372 933,708 Non-Monetary Expenditure 0 0 Total International Aid and Development Programs Expenditure 41,018,715 35,056,629 TOTAL LIABILITIES 5,749,057 4,532,858 Expenditure for International Political or Religious Proselytisation Programs 0 0 Domestic Programs Expenditure 0 0 NET ASSETS 3,322,680 3,387,216

EQUITY Total Expenditure 41,018,715 35,056,629 Reserves 3,322,680 3,387,216 TOTAL EQUITY 3,322,680 3,387,216 Excess / (Shortfall) of Revenue Over Expenditure 757,585 3,009,328

62 Plan International Australia | Annual Report 2011 www.plan.org.au 63 Statement of INDEPENDENT AUDITOR’S REPORT TO THE changes in equity MEMBERS OF PLAN INTERNATIONAL AUSTRALIA for the year ended 30 June 2011

plan international australia ABN 49 004 875 807

Retained Reserves Total REPORT ON THE FINANCIAL REPORT basis of accounting. The summary financial statements has Earnings The accompanying summary financial statements, of Plan been prepared to assist Plan International Australia to meet International Australia, comprising the summary balance sheet the requirements of their members. As a result, the summary Balance at 1 July 2010 0 3,387,216 3,387,216 as at 30 June 2011, the summary income statement, and the financial statements may not be suitable for another purpose. Adjustment or changes in equity due to, for example, adoptions of new accounting standards 0 0 0 summary statement of changes in equity for the year then Our report is intended solely for the members of Plan Changes in equity, for example from changes in asset fair value transactions 0 0 0 ended, are derived from the audited financial report of Plan International Australia. Excess of revenue over expense 757,585 0 757,585 International Australia for the year ended 30 June 2011. We Other amounts transferred (to) or from reserves (757,585) (64,536) (822,121) expressed an unmodified auditor’s opinion on that financial Matters relating to the electronic report in our auditor’s report dated 29 September 2011. Balance at 30 June 2011 0 3,322,680 3,322,680 presentation of the audited financial report This auditor’s report relates to the summary financial report of The summary financial statements do not contain all the Plan International Australia (the company) for the year ended disclosures required by Australian Accounting Standards 30 June 2011 included on Plan International Australia’s web applied in preparation of audited financial report of Plan site. The company’s directors are responsible for the integrity International Australia. Reading the summary financial of the Plan International Australia’s web site. We have not statements, therefore is not a substitute for reading the been engaged to report on the integrity of this web site. The audited financial report of Plan International Australia. auditor’s report refers only to the financial report named above. It does not provide an opinion on any other information Director’s responsibility for the summary which may have been hyperlinked to/from the financial report. financial statements If users of this report are concerned with the inherent risks Statement of Cash Movements The directors are responsible for the preparation of a summary arising from electronic data communications they are advised of the audited financial report on the basis described in Note 1 to refer to the hard copy of the audited financial report to for Designated Purposes to the audited financial report, to the extent applicable to the confirm the information included in the audited financial report No single appeal, grant or other form of fund raising for a designated purpose generated 10% or more of the organisation’s summary financial statements. presented on this web site. international aid and development revenue for the financial year. Auditor’s responsibility Our responsibility is to express an opinion on the summary financial PricewaterhouseCoopers statements based on our procedures, which were conducted in accordance with Australian Auditing Standard ASA810 Full financial statements Engagements to Report on Summary Financial Statements. The full version of Plan’s financial statements are available to view on our website (plan.org.au/mediacentre/publications/ D. Rosenberg, Partner annualreport) or call Plan on 13 7526. Auditor’s opinion In our opinion, the summary financial statements derived from Melbourne the audited financial report of Plan International Australia for 29 September 2011 the year ended 30 June 2011 are consistent in all material respects, with that audited financial report, on the basis PricewaterhouseCoopers described in Note 1. ABN 52 780 433 757 Freshwater Place, Basis of Accounting and Restriction on 2 Southbank Boulevard Distribution and Use SOUTHBANK VIC 3006 Plan is a member of the Australian Council for International Development (ACFID) and is a signatory to the ACFID Code of Conduct. The Code requires members to meet high Without modifying our opinion, we draw attention to Note Telephone 61 3 8603 100 standards of corporate governance, public accountability and financial management. More information about the ACFID Code of Conduct can be obtained from Plan and from 1 to the summary financial statements, which describes the ACFID at www.acfid.asn.au or by email on [email protected]. Tel: (02) 6285 1816. Fax: (02) 6285 1720.

64 Plan International Australia | Annual Report 2011 www.plan.org.au 65 WITH THANKS

Plan in Australia would like to thank all our sponsors, donors and partners for Accreditation their invaluable support in 2011. Specifically, we would like to acknowledge the Plan is currently fully accredited and a trusted recipient of funds from AusAID, the Australian Government’s Agency for following organisations and individuals for their support and commitment to International Development responsible for managing the our cause. Australian Government’s official overseas aid program.

ACFID

CORPORATE TRUSTS & COMMUNITY Plan International Australia is a member of its professional peak body the Australian Council for International Development (ACFID). & BUSINESS FOUNDATIONS FUNDRAISERS We are a signatory to its code of conduct that covers the presentation of annual reports. PARTNERS ACME Foundation Friends of Plan Canberra Greenlight Foundation Fundraising individuals and groups Accor Hospitality Melbourne Community Foundation through Go Fundraise Global Reporting Initiative Corrs Chambers Westgarth (Social Justice Fund) Fundraising individuals and groups Gecko's Adventures Pratt Foundation through Everyday Hero Plan International Australia is focused on increased transparency Hobsons RobMeree Foundation Kevin Welsh for all our stakeholders through our Annual Report. With this in Intrepid Travel Sangora Education Foundation Trek Nepal group through Inspired mind, we are using the Global Reporting Initiative as a guide to our Jetabroad The Charitable Trust Adventures improvements with a view to full participation in this standard in Landers & Rogers The Oaktree foundation Women of Plan Adelaide the future. Marsh & McLennan Companies The Trust Company Mercer Our Patron NRW Holdings Rotary District 9520 Plan International Australia is honoured to have Her Excellency, School Aid Trust Ms Quentin Bryce AC, Governor-General of the Commonwealth of Study Group Australia Australia as our Patron. The Arts Centre The Footprints Network Westpac

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66 Plan International Australia | Annual Report 2011 www.plan.org.au 67 13 PLAN (13 7526) WWW.PLAN.ORG.AU

Plan 18/16 City Road, Southbank VIC 3006 GPO Box 2818, Melbourne VIC 3001 Tel: 13 7526 Fax: +61 (3) 9670 1130 Email: [email protected] ABN 49 004 875 807

68 Plan International Australia | Annual Report 2011