Year Ended 30 June 2015

ANNUAL REPORT YEAR ENDED 30 JUNE 2015 2014/15 Annual Report 1 Our Vision Message From Chair Of The Board A world where poverty has ended and all people enjoy the fullness of life God intends.

It is again my pleasure to be year have sacrificed significant able to share a few words as amounts of their time and Chair of the Board of Transform money to serve faithfully Aid International. This past to make our organisation a year has been an outstanding well-functioning and well- Mick Turnbull and satisfying year for our governed aid and development CHAIR OF THE BOARD organisation as we have seen organisation. the very effective delivery of It has been my absolute pleasure programs and disaster relief in to work alongside John Hickey “This past year has the areas in which we work. We (our CEO) and our executive been an outstanding have also maintained a strong team. This group of people leadership presence in advocacy continues to amaze me with and satisfying year for with the production of further their diligent commitment and our organisation as detailed reports regarding hard work towards achieving ethical trading and activities the goals of Transform Aid we have seen the very Our Mission Our Core Values which have gained strong International. The progress we effective delivery of credibility amongst business and have made in this last year is other stakeholders who remain programs and disaster As an organisation we are: a testament to their care and • Partner with like-minded agencies overseas to In our development work keen to seek improvement in empower communities to lift themselves out of we are committed to: attention to work towards a relief in the areas in • Motivated and directed by these important areas. world without poverty. poverty, challenge injustice and build resilience. Christian principles and values; • Holistic development as an which we work.” Also during the year, we have As each year passes, I am more • Partner with Christians and churches in expression of the Christian gospel; • Committed to using engaged deeply with many certain each day of the love of Australia, particularly those from the Baptist resources with transparency, • Working for justice, equity Baptist churches throughout a gracious God who calls us movement, in generous giving, ethical accountability and integrity; and equality; Australia. Together we have all to stand up for those who consumption, courageous advocacy and • Committed to excellence and been praying for the poor and are unable to stand up for faithful prayer in order to achieve justice for • Working in partnership with quality by being a creative and oppressed, sharing stories and themselves, to feed those with people living in poverty. communities in developing learning organisation; countries and Australia; experiences and partnering to no food and to be the voice of • Create a professional and enriching do our part as followers of Jesus those without a voice. Thank you • Committed to valuing all who • Economic, social and ecological environment for staff and the Board as they to make a difference in the lives for being our partners during work for the organisation. sustainability in all our activities. serve in the name of Jesus. of those who seek a hand up this year to help Transform Aid from us in Australia. You will International fulfil this most also see that we have enjoyed a important calling. year of strong and faithful giving 28 : International Programs Report Blessings, from our deeply committed Contents 39 : Disaster Management Report supporters. On behalf of the 03 : Message from Chair Of The Board 45 : Thank you to all our Partners Board may I convey our deep 04 : Message from CEO 46 : 2014/15 Financial Summary thanks for your excellent 06 : About Transform Aid International 48 : Independent Audit Report financial support which allows us 08 : 2014/15 and Beyond 50 : Profit & Loss to do the things we do. 12 : Our People 51 : Financial Position I would also like to express my deep thanks to a very talented, 16 : Meet the Executive 52 : Changes in Equity & Cash Movements hardworking and committed 18 : Our Governance 53 : Cash Flow Board who throughout the 20 : Board Members 54 : Financials at a Glance 22 : Community Engagement 54 : Responsible Persons’ Declaration 26 : Be Vocal: Advocacy 70 : Thank you to all our Volunteers

Cover image source: Patrick Bentley, 2012.

2 Transform Aid International 2014/15 Annual Report 3 Source: Jacob Maentz, 2011 Message From Our CEO

2014/15 has been another on behalf of the global poor year marked by tremendous and also showing generosity by achievement and breakthrough in financially supporting our efforts. our mission, both within Australia Our international community and globally. Financially, we have development programs continue been blessed with record results, to be regarded across the sector achieving total revenue of A$19.18 as high quality and transformative. million, a 13.4% increase on our We are now mentoring other 2014/15 result. This continued agencies and helping them John Hickey financial growth lays a firm become more effective in this foundation for our ongoing field. Almost a million people Chief Executive effectiveness in the realisation of across the developing world Officer our mission. are being positively impacted Over the past few years we have because of our joint efforts. sought to dream bigger about All of these achievements are “We have made our role as more effective agents underpinned by an amazing tremendous advances of change, envisaging innovative team of people - staff, volunteers and impactful ways to bring and Board. Highly qualified and in leading the Baptist about sustained transformation very passionate, the team work movement globally to of lives, individuals, communities together under a common vision, and nations trapped in poverty. united by a strong set of values be more effective and This report is full of astounding which itself is built upon the cooperative together examples of those dreams shared faith which motivates us bursting into reality. all as followers of Jesus. I am so in embracing poverty We have taken a leadership role thankful for all of them. and its associated in the global Baptist movement I particularly wish to express my to build stronger commitment appreciation for my Executive injustices as a core to addressing poverty and its Team colleagues, each of mission of the church.” associated injustices as a core whom has provided exceptional denominational mission, and we leadership, often in very have made tremendous advances, challenging situations. I also want which is very gratifying. We to especially thank each of our continue to lead by example, Board Members, led with great paving the way for Baptist skill by Mick Turnbull, our Board ministries worldwide to be more Chair. I rely upon the individual cooperative, and subsequently and collective wisdom of both of more effective. Our capacity these groups very heavily! for humanitarian response has Finally, thank you to our individual expanded significantly and we and church supporters, Australia’s continue to deal with the impact Department of Foreign Affairs of natural and conflict-based and Trade, our partners overseas disasters across the world. and other sectoral stakeholders. Our engagement with major Each of these partnerships has corporates, particularly in the been vital to the increase of fashion and electronics industries, our capacity and our progress has facilitated the growth of far towards the realisation of our more ethical, and transparent, vision for a world where poverty We mobilise Australian workplace practices. In turn, has ended and all people enjoy this has driven a rising level of the fullness of life God intends. churches and individual consideration for the eradication of exploitation of workers which has reinforced poverty Christians to hear God’s call and vulnerability in developing countries. to justice and show mercy The movement of passionate supporters in Australia continues to the world’s poor. to grow, adding voice to advocacy

4 Transform Aid International 2014/15 Annual Report 5 About Transform Aid International

Savings Group, Nepal, 2014 Group, Savings

a globally recognised Christian commitment to aid and justice communities to support and listen international development for the world’s poorest people. to children’s voices. CCCD aims NGO. We are a signatory to the We mobilise church communities, to improve health, education, About Transform Aid Australian Council for International particularly through Catalyst household income and protection. Development (ACFID) Code of groups, to engage local politicians In 2014/15 we worked with 43 Conduct. Additionally, Transform Aid on these issues and we partner partners across 62 community International Ltd Group International is fully accredited and with Micah Australia and other development and CCCD programs partially funded by the Australian groups on larger-scale campaigns. in 15 countries. (including Baptist World Aid Australia Ltd) Government’s Department of Foreign • Advocacy to the corporate sector, • Building a platform of resilience, Affairs and Trade. combining grass roots campaigns particularly in the face of natural We are the largest organisation of and major industry research and conflict-based disasters. We are encouraged by the considerable and dramatic to disasters, have limited education, this type in the Baptist Movement reports (particularly in the fashion This is a vital component to long poor health support, poor food globally, which comprises more than and electronics industries). term sustainable community reductions in extreme poverty, particularly over the past 15 security and suffer from chronic 100 million church participants. We We seek to encourage ethical development. Transform Aid years. However, a massive global challenge continues. The abuse and exploitation. Additionally have leadership and participatory practices in product sourcing from International, through its they lack infrastructure and social roles in a number of Australian and the developing world, targeting membership of Integral Alliance Millennium Development Goals (MDG’s), agreed upon by cohesion, have limited access to international alliances, leveraging our in particular the eradication of and its leadership role in the world leaders at the UN-sponsored Millennium Summit in capital and are therefore cut off from learning and impact for the sake of slave labour and other forms of newly-formed international September 2000, have set a strong standard for focus and opportunities to establish decent the world’s poor. exploitation which prevent living BReaD Network (Baptist Relief livelihoods. We seek to define ourselves as wages and dignity for workers. and Development Network), measurement of enduring success in addressing poverty, and In short, these billions of people lack change agents for the conditions • Transform Aid International forms invests heavily in the training there are significant positive trends. the basic conditions that we take for of poverty and human vulnerability partnerships with indigenous and support of communities to granted, conditions which enable globally. This involves working to groups in various countries, who effectively prepare for disaster sustainable and fulfilling lives. The integrate a number of different are well-placed to facilitate longer- impact. Additionally, Transform Aid By the World Bank’s most recent In 2015, the MDG’s are being need for persistent and strategic elements in order to best maximise term community development International responds to disasters estimates, approximately 700 million replaced by new long-term action to address extreme poverty the long-term outcomes for programs in particularly after they occur with initial relief people live in extreme poverty, Sustainable Development remains a vital global imperative at individuals, communities and nations disadvantaged regions. and assists with the longer-term struggling to survive on less than all levels. in the developing world. We strive We support our partners through recovery and rehabilitation of Goals, which will assist the US$1.90 per day. The good news At Transform Aid International, to achieve these goals through the organisational development, communities. focus of governments and is that this constitutes a dramatic we are committed to lasting and following areas of focus: project design, implementation In 2014/15 we worked with 21 NGOs in the years ahead. decrease from the estimate of 1.91 partners across 35 disaster holistic transformation of the lives of • We seek to educate and mobilise and evaluation , encouragement billion people in 1990. However when management and recovery vulnerable people across the world, Australian churches and individual and prayer; enabling whole we consider broader measures of programs in 11 countries. facilitating their path out of extreme Christians to hear and understand communities to identify the causes poverty such as the Multidimensional poverty. We dream of a world where God’s call to do justice and show of their poverty and discover ways • Finally, we invest in high quality Poverty Index we find that in 2015 poverty has ended and all people mercy to the world’s poor; to in which to use their strengths staff, leadership, volunteers and 1.6 billion people are living in intense enjoy fullness of life. As followers discover they can do far more to build sustainable solutions. underlying robust systems to poverty. of Jesus, we are motivated by our than they ever imagined to bless We utilise different models of ensure that we are able to achieve While there have been large understanding that this is God’s people living in poverty through community development to and sustain best practice. We standouts (such as China, India heart for every person on the planet. their financial generosity, through address the specific contexts and continue to learn and innovate so and some other East Asian nations Transform Aid International is an joining in advocacy, through ethical needs of particular communities. in particular) many countries and that we can maintain our place affiliated agency of Australian consumption and through prayer. Our range of development among sector leaders, who share regions in the world are developing Baptist Ministries, the peak We primarily undertake this work platforms include both general at a far more modest rate. This is our goals to see justice achieved body of the Australian Baptist through our Australian subsiduary, and specialised development for the world’s poor. particularly true in large parts of Movement in Australia. In 56 years, Baptist World Aid Australia. models, as well as Child-Centred Africa, Asia and the Pacific. These Community Development (CCCD) our organisation has evolved • Advocacy to government on populations are far more susceptible which focuses on enabling from a handful of volunteers, to issues pertaining to long-term

6 Transform Aid International 2014/15 Annual Report 7

2014/15 and Beyond Community Development Project, Kenya, 2014

International took a leadership role) in a collaborative manner. With more and the Nepal earthquakes. We than a hundred million participants in have also continued with recovery Baptist churches globally, a number and rehabilitation programs in the of leaders have seen the need for Philippines in the wake of Typhoon us to build this network, given the 2014/15 and Beyond Haiyan, in conjunction with Integral potential we can jointly realise. and local partners. BReaD was only formed earlier in As already noted, this past financial year has been one of great minded organisations, so that we can • Church Agencies Network 2015, and now has engagement from leverage our impact together more (CAN), comprising 11 separate Baptist conventions and agencies blessing and achievement by our whole team and our partners effectively. denominational aid and development from the US, Canada, UK, Europe and in Australia and across the world. Both entities in our group, At the same time, we invest heavily agencies, based in Australia. Asia. A secretariat has been formed, hosted by the Baptist Mission Society in discipleship programs in Australia, In this past year we have jointly Transform Aid International and Baptist World Aid Australia, have education and relationship with in the UK. The initial focus has been formed a secretariat and developed on disasters, but our joint vision reached and, in many cases, exceeded the goals we set ourselves our constituency to help them a cooperative strategic plan, understand and act upon Jesus’ is to engage jointly in longer-term in 2014/15, and created momentum for further impact in our focussing on international programs, development and global advocacy. call to take the challenge of poverty advocacy and resource-sharing. mission in 2016 and beyond. seriously and centrally as part of Transform Aid coordinated and led Transform Aid International recently the response by BreaD Network living out our faith. The Baptist World hosted a joint advocacy strategic I have personally wrestled for Aid “Be Love” principles – Be Open, members to the Cyclone Pam workshop, in which we plan to disaster, and also took a significant a long time to try and describe Be Vocal, Be Fair, Be Prayerful and help other agencies adapt our succinctly and adequately what Be Generous – form the foundation leadership role in response to the own Catalyst Group model in their Nepal earthquakes. we do, particularly when asked in upon which we call our supporters church networks, to build a stronger a social setting. When you meet to participate in making a difference, grass roots movement of Christian • Advocacy Collaborations – Micah someone and they ask “So, what is individually and collectively – in supporters engaged in social justice Australia, Campaign for Australian your line of work?”, many people can churches and communities. and poverty issues together. We Aid, Stop the Traffik and A Just Cause. simply respond and achieve instant Transform Aid International plays believe that a combined Christian We have hosted the Micah Challenge recognition: “I am a plumber”, “I work a key role in a number of strategic voice, particularly to the Federal team in our offices for most of the in retail”, “I am a teacher”, and the list alliances to lift our capacity to make a Government, will hopefully influence period since its formation in 2005. political turbulence impacting foreign goes on. difference together. Some particular more positive development of policy It has now transitioned to its own aid policy, we have had a strong John Hickey If I say I work in “international aid and examples include: committed to the global poor. CAN sustainable entity, Micah Australia, direct relationship with DFAT and, development”, I see most people’s • Integral Alliance, comprising members are also collaborating on and we are represented on its Board, despite our concerns about potential Chief Executive a joint Pacific disaster management and participate in its strategy and significant cuts in NGO grants, Officer eyes glaze over. They are not sure 24 leading Christian relief and what that means. And, quite frankly, development agencies from around plan, given that this region is one policy development, assisting with our allocation for 14/15 was $5.47 it does not adequately describe who the world. of the most vulnerable in the world their campaigns and such events as million used across several of our we are, what we are passionate about, to natural disasters, but the least Voices for Justice in Canberra. We programs, including a specific one- The primary aim for our joint and how we go about our work. equipped in local communities to have also played an advisory role year increased grant to our existing collaboration with Integral Alliance is be prepared and resilient to such with the Campaign for Australian Aid, Church Partnerships Program in I still search for the right words in a to provide effective capacity through disasters. We are also collaborating which was formed through a grant PNG. Although general grants have social setting, but I do know that, as our joint resources to address natural on a joint programming platform, provided by the Bill and Melinda reduced by 8% for 15/16, we have Board and staff at Transform Aid, our and conflict-based disasters in hopefully in cooperation with the Gates Foundation. We also have a also successfully received a further individual and collective passion and more than one hundred countries Federal Government, to address the long standing relationship with Stop one-year top-up grant again for CPP our focus every day is to be effective globally. Through the strength of this prevalence of gender violence in the the Traffik. We chair their Australian in PNG, of A$800,000. and impactful change agents for the alliance and its members, in 2014/15 Pacific region. Working Group and are deeply conditions of poverty and human we were able to commit resources • Community Development, Child- involved in their campaign and policy vulnerability globally. That is who we on behalf of our constituency to • BReaD Network (Baptist Relief and Centred Community Development formation. are and what we are about. several significant disasters globally. Development Network). and Disaster Management Our continuing energy has been This included the Ebola outbreak in During 2014/15 we have taken a • Australian Government Partnerships. to focus on how we can achieve Western Africa, the refugee crisis leadership role to form this network Accreditation – Department of Our International Programs model is impact in our own right, and in Northern Iraq and Syria in the to create capacity for the Baptist Foreign Affairs and Trade. based on working in partnership with through facilitating relationships wake of ISIS fighting, Cyclone Pam movement globally to jointly address We initially sought accreditation in local/indigenous faith-based NGO’s. and partnerships with other like- in Vanuatu (in which Transform Aid poverty and associated justice issues the mid-1990’s. Despite significant These partners bring enormous

8 Transform Aid International 2014/15 Annual Report 9 2014/15 and Beyond

commitment and local expertise to to specific disasters, but also All of these initiatives, projects, deliver effective programs, across disaster risk reduction programs in relationships and strategies are 83 separate projects in 2014/15. We Africa, Asia and Pacific Regions. about driving the momentum of are committed to supporting them in • The launch of the second Fashion impact, realising our passion as building their strength and capacity. Report, which attracted both change agents for the conditions We have promoted regional learning national and international media of poverty and human vulnerability forums among partners in Asia, to attention, but most importantly has globally. help them learn from each other, helped us to engage with some of Once again, I want to sincerely and and build programming, leadership Australia’s major retail companies deeply thank our partners, alliance and governance skills. In February on ethics and transparency around members, staff, volunteers, Board 2015 we also conducted our third supply chain management, to and our supporters for your faithful biannual Child-Centred Community reduce exploitation among workers participation with us. Development Learning Forum in in the developing world. Phnom Penh, with over fifty leaders and staff from our twelve CCCD And, finally, we have also invested john hickey partners gathering for a week to very specifically in our own internal chief executive officer share learning and build capacity. capacity as an organisation and as a cohort of professional staff. Particular All these relationships are now highlights include: achieving excellent dividends, in terms of on-ground impact across • The launch, in late 2014, of a year- the world. However, we also see long Leadership Development tremendous potential for further Journey for selected staff. This growth and effectiveness in the has been hugely successful with future. intensive training and workshops, including engagement and The value of these relationships and contribution by this team in a our strategic focus has delivered number of major strategic and the following further highlights in operational initiatives we are 2014/15: currently developing. • A record year for revenue, totalling • Undertaking a major research $19.18 million, a 13.4% increase project with Australian church over the previous record 2013/14 communities and their leadership, result. This has been particularly to help us consider potential new attributable to a strong and faithful ways to engage with Australian Australian supporter base, who churches to assist them in building not only responded to our regular partnerships and support programs annual campaigns, but stepped with development communities up to respond to our Middle internationally. East Crises Campaign, Cyclone • Completion of a significant new Pam and Nepal Earthquake cloud-based finance and enterprise Disaster responses. We were also resource planning system to build particularly blessed by particularly our own management capacity. generous major donors, as well as This system will also enable us to specific disaster funding support deliver shared services offerings to from members of Integral Alliance other agencies in our sector. We and the BReaD Network. are also well advanced with a new • Strong emergence of our web platform and quality assurance humanitarian platform, as already system to be in place during 2016. mentioned, with particular attention

10 Transform Aid International Source:2014/15 Patrick Annual Bentley, Report 2010 11 Rose Young, Marketing Co-Ordinator Rose has been part of the Marketing and Communications team since November 2000. Rose has seen some significant changes in that time, but remains passionate about the vision of Transform Aid International. “It’s definitely not the same can develop their careers. We have been active in providing flexible work organisation I started with more practices for employees; including providing a number of female employees than 15 years ago. The quality of returning to work with flexible arrangements, as well as the introduction of our work, both in our Australian the first ever job-share position in Human Resources Management. community and especially overseas, is something we can be Child Safe Training proud of and is evidence of God’s This year also saw the complete review and improvement of our Child grace upon us as an organisation. Safe policy, procedures and Code of Conduct. As a child safe organisation It’s been an amazing journey, and we take a serious stance on our child safe environment and practices, I’ve been blessed to be a part of it!” and rolled out mandatory working with children checks for all staff and volunteers. This is to ensure that we are employing the appropriate staff, to support our child protection efforts. Our People problems, and critical financial analysis. The goal of the program is Organisational Development Transform Aid International to develop future leaders for career We have commenced the planning of an organisational development development purposes as well as framework and will introduce it in the second quarter of the new financial Transform Aid International is committed to valuing longer-term succession planning. year, in anticipation of organisational growth. In addition to greater gender all who work for the organisation, our employees and The program has included full day representation, a key focus in the coming years will be the implementation our volunteers. It is part of our mission to “create a workshops on various leadership of a number of strategic initiatives, to promote and support a more diverse topics as well as an expansion of the work environment. professional and enriching environment for staff as leadership team to meet together they serve in the name of Jesus”. monthly to discuss core strategic Micah Challenge issues. Participants have reported We continue to support the work and employees of Micah Challenge Nitin Patel, Volunteer favourably this has been a beneficial Australia. The Micah team is currently located in our office in North Ryde. Advocacy Researcher At 30 June 2015, Transform Aid Employee Development program. Nitin has been volunteering for International had 62 employees, Our Organisational Mission calls Volunteers Gender & Family Friendly Initiatives Transform Aid International two for the creation of a professional For over 55 years we have had volunteers supporting our work. We would with 27 working in part-time In promoting organisational gender days a week since 2014. and casual roles, and 53 regular and enriching environment for our not be as efficient and effective as we are without the ongoing commitment representation, a Women’s Mentoring Initially, Nitin worked assisting volunteers. employees as they serve the poor and contributions of our valued volunteers, with quite a significant number to end poverty. We do it primarily Program was launched, to assist and volunteering for us for over 20 years. Their invaluable contributions include; the Supporter Services Team with through our commitment to promote support our female staff in their career regular mail opening, screening of children’s mail, supporting administration various jobs around the office. Nitin employee learning and development. development. In the new financial year, and ad-hoc projects, as well as providing specialist assistance. This gives is currently working as part of the To that end, in October 2014 we an inaugural all-women seminar will us the ability to lower our overall administration costs, and deliver a greater Advocacy Research and Campaign introduced an innovative, 12-month take place; a professional development proportion of donations directly to field projects. Team conducting research Leadership Development Program and networking event for female into companies to enable the Our volunteers are greatly valued by our organisation. We recognise them for our new managers and staff employees within the organisation, preparation of the popular Ethical by a number of celebrations, including the National Volunteers Week, the with significant responsibilities. The celebrating the 2015 International Shopping Guides. year-end Christmas Appreciation Lunch, and birthdays. program included key aspects of Women’s Day ‘Make It Happen’ “Having retired from active working leadership skills including strategic theme. A number of guest speakers During the year ending 30th June 2015, 84 volunteers contributed 12,605 life, I find working with other planning in a dynamic environment, in successful leadership roles sharing hours of work at a commercial value of $315,060 (FY2014: $261,648). Of this volunteers and staff at BWAA very managing people to maximise their career journey and providing amount $42,684 is recognised development expenditure for the purpose of rewarding. Volunteering is my way their potential, solving complex insight and wisdom into how women assessing our entitlement for Government funding (FY 2014: $28,570). of contributing to BWAA’s vision of ‘Be Love – End Poverty’.”

12 Transform Aid International 2014/15 Annual Report 13 Organisational Structure

Our Board

Chief Executive Officer John Hickey

Director of Business Director of Director of Community Overseen by Peter Leau International Programs Engagement John Hickey Anthony Sell Glen Richardson

Finance Team Asia Team Marketing, Fundraising and Advocacy Team Manager, Daniel Tan Project Manager, Communications Manager, Manages all accounting Daniel Norris Manager, Greg Wood Gershon Nimbalker and financial systems Responsible for the Responsible for the The Advocacy team within the organisation, implementation of our marketing of Baptist World equips our supporters including relationships with International Programs Aid via all communications and Catalyst groups to banks, auditors and foreign Strategic Framework in channels, including speak up about issues of currency exchanges for Asia. campaigns, appeals, poverty. They also work providing funds to our magazines and publications, with coalitions such as partners overseas. Africa/Pacific Team as well as all digital channels Micah Challenge and Project Manager, such as the website and Stop the Traffik. HR & Organisational Steve Hamlin social media. Development Team Responsible for the HR Advisor (Job Share), implementation of our Strategic Relations Lana Kularajah and Miriam International Programs Manager, Annette Pereira Sherwin Strategic Framework in Responsible for defining, Provides HR Africa and the Pacific. understanding and engaging support, resources with significant supporter and organisational Specialists segments such as major development strategy, Disaster Management, donors, large churches, as well as managing our Dan Skehan corporations, trusts, Volunteer Program. foundations, wills and Child & Youth bequests. Also manages Information Systems Team Programming, relationships with women’s Team Manager, Mel Harwin ministry, youth and Jane Alfred The Leadership Team Monitoring, Evalution supporter travel experiences. Supports the operations & Learning, Supporter Engagement of all other teams with Rachel Achterstraat operational IT and Systems Manager, Mel Hatton requirements. Provides high-quality services to supporters, including Compliance donation processing, mail, Governance Coordinator, database management and Lyndelle Taylor (Solicitor & child partnership support. Chartered Secretary) A Teleservicing team also Assists the Director of contacts supporters for Business, in his role as campaign and product Company Secretary, engagement and pastoral care. to ensure continuous improvement of Church Relations Team compliance systems. Manager, Robin Carter Engages with Baptist Quality Assurance Church pastors and QA Specialist congregations, as well as Josephine Bassal other community groups Devolops and improves QA across Australia, to educate, systems, policies, processes encourage and inspire and organisational systems. supporters to be love and end poverty.

14 Transform Aid International 2014/15 Annual Report 15 Meet The Executive Meet the Executive

The Executive Team manages and directs the organisation and works Baptist World Aid Australia closely with the Board. Supporter and Catalyst leader: Rebecca Yin Foo

“My family were active members of our local Baptist church so we always sponsored children through Baptist World Aid Australia. When I was old enough, I made the decision to sponsor a child myself and my involvement has grown John Hickey, Aid Committee. John was formerly Professional of the Australian Glen Richardson, from there. Chief Executive Officer Director (and, before that, Chair) of Human Resources Institute. Peter Director of Community “Today, my husband and I sponsor two John joined our organisation in Christian Education Foundation Ltd, and his wife attend Central Baptist Engagement children from Nepal and Sri Lanka. We also July 2010, after more than 20 years which operates Charlton Christian Church in Sydney. Glen joined Transform Aid lead a Catalyst advocacy group based out in leadership roles including CEO College in the Hunter region of NSW. “I am passionate about making a International in 2014, after an of our church. of Newcastle Permanent Building He and his family are members of difference in the lives of children extensive career in the corporate “When the catalyst movement started we Society and as General Manager Thrive Baptist Church (an affiliate of living in poverty.” and not-for-profit sectors. For were keen to get involved as social justice and Executive Board member of the Baptist Union NSW), where he over 20 years he worked in sports is important to us. Our little group was has formerly been a member of the ING Bank Australia. John has a Anthony Sell, marketing and management, one of the first to start up here in Brisbane Church Council and Treasurer. Bachelor of Arts (Honours) with Director of International Programs television advertising sales, PR and and we have been really encouraged by majors in Political Science and Law, “As I seek to listen to and obey God’s most recently in digital website the changes that we have seen over the Anthony joined our organisation as call on my life, I am constantly inspired and online development. Earlier last five years. Early on we saw some big and postgraduate qualifications in a Programs Coordinator in January and encouraged by the progress we experience also included direct improvements in the level of Australian financial services and international 2009, and was appointed Director are making to end poverty – but there marketing and the financial services aid as a result of combined advocacy business leadership. He is also a of International Programs in 2010. Member of the Australian Institute is much more to do and I’m passionate industry. work from many groups such as ours. For ten years he worked as the of Company Directors (MAICD). about this challenge.” Glen is a graduate of the University More recently, we have seen some great Founding Director and CEO of New South Wales with a commitments from major fashion brands John specialises in organisational of a church-based community Bachelor of Commerce (Marketing). to treat their workers better as a result of leadership and the development Peter Leau, ministry. He has also served in a As Transform Aid’s representative, the ethical fashion guides. and implementation of vision and Director of Business senior position in a local Baptist he sits on the Board of Micah “We continue to support the work of strategy. Peter was appointed as Director Church with a focus on mission. Australia where he can exercise Baptist World Aid Australia as they are of Business in January 2009 after He has worked in overseas project As part of his role as CEO, John his passion for social justice being trustworthy and effective. We know where more than 25 years of business and development and management serves on the Boards of Global integrated as an essential part of our money is going and the changes that financial management experience in since 2004. Anthony has post- Interaction and Integral Alliance our faith. are happening all around the world. By corporate and not-for-profit sectors. (also as Executive Committee graduate training in Humanities. supporting Baptist World Aid Australia we Peter holds a Master of Business “It is humbling to work alongside member); on the National Council “I feel honoured to lead a team are helping to make a real difference.” so many gifted and passionate of Australian Baptist Ministries; is Administration (MBA), Master of of highly trained professionals colleagues all seeking to obey God’s Co-Chair of the BReaD Network Marketing and a Master of Strategic committed to see quality call. I’m especially grateful to all (Baptist Relief and Development Organisational Development. community development our wonderful supporters for their Network); is a member of the Baptist Peter is a Fellow of the Institute of implemented through our local generosity and trust in the work we World Alliance Commission on Public Accountants, an Associate partners.” are doing to end poverty.” Social and Economic Justice; and Fellow of the Australian Institute sits on the Baptist World Alliance of Management and a Certified

16 Transform Aid International 2014/15 Annual Report 17 Source: Vanuatu Churches of Christ Conference, 2015 Our Governance

Our Governance The Board of Transform Aid International is responsible Board Executive on policies and systems to international development The Board Executive Committee mitigate risk; programs; for the governance of the organisation. Board Members is comprised of the Board Chair • Board performance and Board • developing and implementing serve for a standard period of six years. New Members and Chairs from each Board Member/Intern recruitment and programs strategy; are selected based on their skills with consent for board Committee. It is responsible for • executive recruitment • reviewing resource utilisation Board Executive matters including: including reviewing the CEO’s and appointments received from Australian Baptist Ministries, • acting as a first level of review performance, remuneration, • identifying and managing risk. as Transform Aid International acts on its behalf. Service and feedback for key issues and employment conditions and new ideas; professional development. on the Board is voluntary. MARCOMS • ensuring all relevant key issues and content arising from Board FIC The Marketing and Our Board Communications Committee Committee meetings are The Finance, Audit and Investment Our Board establishes the discussed comprehensively prior (Marcoms) is responsible for Committee (FIC) is responsible for marketing, communications and strategic direction for Transform to Board Meetings; financial matters including: Aid International and reviews the advocacy matters including: • setting the Agenda to ensure all • monitoring the financial stability, performance of the organisation • developing and implementing key issues are considered by the viability and health of the against set targets. The Board Board and marketing, communications organisation; and advocacy strategies approves the annual budget and is • ensuring good Board meeting • assessing and reviewing including branding, donor and also responsible for appraising the practice including monitoring financial reporting, budgeting stakeholder relationships and performance of the Chief Executive actions arising from Board and financial risk management; public relations; Officer. Meetings. Board Members sit on Board • ensuring that a system of • ensuring the organisation’s legal Committees according to their internal financial control is in and regulatory compliance in HRGC skillset and the Committees report place and these areas and to and provide recommendations to The Human Resources and • reviewing delegated authority • monitoring the organisation’s the Board. This assists the Board to Governance Committee (HRGC) approval levels for the Executive performance in these areas discharge its duties effectively with is responsible for governance and and relevant Board Committees. including identifying industry each Committee specialising in key human resource matters including: trends and strategies. areas but with the Board retaining • developing and reviewing policy PPC the responsibility to make decisions and governance systems and The Programs Performance Annual General Meeting collectively. processes; Committee (PPC) is responsible The Annual General Meeting was • ensuring regulatory compliance; for programs matters including: held on Friday 24th October 2014. • identifying organisational risks • assessing the performance, and providing recommendations quality and outcomes of

18 Transform Aid International 2014/15 Annual Report 19 Board Member Profiles Board Member Profiles

of the Customs Brokers Council established and strengthened Susan Campbell of Australia and Member of the development organisations Member of Human Resources and Australian Institute of Export. Mick is throughout Asia. Over the past 15 Governance Committee; Director/Vice Chair of Business for years he has provided governance BA; Dip Ed; Grad. Dip. Theology Millennium Development Ltd. He also training and support to many Board Members serves on the Board of Baptist World organisations, especially in Australia Susan joined the Board in May 2012. Aid Australia Ltd. and Indonesia. She has a background in primary school teaching and has worked Mick worships with his wife, since 2005 for Global Interaction Annette, at Syndal Baptist Church in Ray Bartell in various leadership, project Melbourne. Chair of Programs Performance management and learning and Committee; development roles. She also owns Andrew Ellis B. Business (Accounting), PhD a small business and is a Spiritual Vice Chair of the Board; Chair of Candidate Director. Marketing and Communications Ray joined the Board in 2013 and Committee; has over 12 years of experience in a Heather Coleman BE(Mech), MProjMgmt, MBA, MAICD Senior Executive role in the Australian Ex-Officio Board Member Christian Schooling sector as well as Andrew joined the Board in 2009, Ass. Dip. Business Management; BA more than eight years of experience having previously served as a (Administration); Grad. Dip. Industrial in capacity building and providing Board Intern. He has 10 years of Relations; B Ministry (partly technical assistance to remote experience in national/international completed) management roles at an engineering communities in Papua New Guinea. Heather joined the Board in 2012 on construction firm. Andrew is CEO of Ray is the founder and Director an ex-officio basis arising from her Hockey SA, the Chair of Wirraway of Aeikon, providing institutional appointment as General Director Homestead and serves as a Member strengthening to non-profit of Global Interaction Inc. Heather of the Board of IJM Australia. organisations and has just recently previously worked for over 30 years completed a PhD in Philosophy Andrew is a Graduate Member of in various government departments. (Education). the Australian Institute of Company She worked in Cambodia from L - R: Ray Bartell, Andrew Ellis, Deanne Firth, Mick Turnbull, Simon Lynch, John Hickey, Dave Rowe, Phil Newman, Brad Entwistle, Directors, having completed the 2010 to 2012. She also serves on Susan Campbell and Heather Coleman (not pictured). Company Directors Course. He is Pastor Dave Rowe the Boards of the National Council also a Member of the Institute of Treasurer; Chair of Finance, Audit & of the Baptist Union of Australia, Engineers Australia (MIEAust). Investments Committee the General Council of the Baptist B. Ec, Grad. Dip. Christian Ministry World Alliance and the Australian John Hickey Member of Service Fellowship Alliance Commission on Social Phil Newman (Morling) Evangelical Alliance Inc. Heather is a Member of the Australian Institute BA (Hons); Grad. Dip. Financial International and Economic Justice Chair of Human Resources & Dave joined the Board in 2010. He of Company Directors and Christian Services; MAICD • Member of the National Council of • Member of the CEO’s Group of Governance Committee has wide expertise in the area of Management Australia. John joined our organisation in Australian Baptist Ministries the Church Agencies Network, B. Arts (Social Anthropology finance, having formerly served as July 2010, after more than 20 years • Board Member and Executive a collaborative framework for & International Development); Head of Treasury and Head of Risk in leadership positions both in Committee Member of Integral Australia’s denominational aid and Dip. Financial Planning; Certified Management for an international Deanne Firth Australia and internationally. His roles Alliance, a collective of 24 development agencies. Financial Planner (CFP). investment bank. Dave is currently Member of Finance, Audit & have included CEO of Newcastle leading Christian relief and Phil joined the Board in 2009. He a Director with Noah’s Rule Risk Investment Committee Permanent Building Society and development agencies from Mick Turnbull works as a Senior Advisor with Advisory and serves as Senior Pastor B. Comm (Accounting); Grad Dip with Seaforth Baptist Church (NSW). General Manager and Executive North America, Europe, Asia Chair of the Board; Chair of the Towards Transparency in Hanoi, (ICAA); Dip. Financial Planning He also serves on the Board of Board Member of ING Bank Australia. and Australasia combining Board Executive Committee Vietnam, and is a Member of the Deanne joined the Board in 2012. John has a degree in Political Science resources for international disaster Australian Institute of Company Baptist World Aid Australia Ltd. Member of all Board Committees She is a Chartered Accountant (Hons) focusing on International management Directors. (HRGC, PPC, FIC and Marcoms) (FCA) with over 15 years of Relations and has postgraduate • Co-Chair of the BReaD Network Brad Entwistle accounting and audit experience and Cert Business (RMIT); Grad. Dip. qualifications in Financial Services (“Baptist Relief and Development Simon Lynch Member of Marketing & is the Principal of Tactical Super. and International Business Leadership. Management (USQ) Network”), an international Member of Programs Performance Communications Committee Deanne serves as a Director of John also serves on a number of Mick joined the Board in 2011. He has collective of agencies and Committee Brad joined the Board in 2008. Tactical Super & Tactical PR, and Boards and has governance/strategic 35 years of experience in business conventions combining their He is the founder and Managing previously served on the Institute leadership roles in Australia and and management, and is currently B. Economics resources to address poverty Director of imageseven, a marketing of Chartered Accountants Public internationally, including: the Regional CEO for a large global Simon joined the Board in May and disaster relief for the Baptist communications firm and also Practice Panel and Chaired the logistics company and Director of 2009. He has extensive experience • Board Member of Baptist World movement globally serves on the board of the Baptist Board of Moama Anglican Grammar the Asian Management Board. He is consulting in the corporate and Aid Australia Ltd • Committee member of the Baptist Union of Western Australia. Brad is School. She is a member of the a Fellow of the Australian Institute non-profit sectors and as a Country • Ex-officio Board Member of World Alliance aid arm, BWAid a member of the Australian Institute Australian Institute of Company of Management, Member of the and Regional Director in the aid Global Interaction Inc and Board of Company Directors, AGDA, PRIA, Directors. • Member of the Baptist World Company Directors Institute, Fellow and development sector, having and CCIWA.

20 Transform Aid International 2014/15 Annual Report 21 Community Engagement

Church Relations – State Fundraising, Marketing & Representatives Communications

Source: Natasha Lesonie, 2015 Lesonie, Natasha Source:

Community Engagement Robin Carter, State Representatives Greg Wood, Marketing Manager Manager It has been a year of great progress Our mission at Transform Aid International is to end poverty This is the ministry of the Community Acknowledging both the geographic for our MarComms team. Having so that all people can enjoy the fullness of life God intends. Engagement team – to enter into diversity of our supporters and the redefined a number of roles, we now the journey that our supporters critical role which Baptist churches have a highly experienced group In pursuit of this, we join with our supporters on a journey are on, asking God to transform play in community engagement, of executives who are developing to better understand and take action on behalf of those who us all. As each of us follows God’s we continue to equip state-based and executing a comprehensive lead and allows ourselves to be representatives across Australia. program of campaign and product are oppressed and marginalised to help them find their used for His purposes, a journey In the last 12 months, this team of communication. We are much better voice, build resilience and end injustice. of spiritual growth happens in our five have travelled thousands of informed and more intentional about lives. Collectively our hearts will be kilometres to make deputations in the targeting of this work, seeking to changed and we will become more over 160 churches from Cooktown to understand and respond positively to godly stewards of what He has given Coburg, Karratha to Kirawee. the journey our supporters are taking. us. In addition to being advocates to Of special note this year has been pastors and their congregations, the impact of two significant natural Discipleship & Education they also conduct and attend many disasters, namely Cyclone Pam in Our range of Bible Study materials seminars, workshops, conferences, Vanuatu and the Nepal earthquake. including Be Love and End of Greed, Catalyst groups and school visits, Through our Disaster Action Fund and Be Vocal continue to be in and this year have led overseas field we were able to quickly respond to demand amongst churches and visits for our Church Partnerships both these events, being ready to supporters. We distributed four and Church Supported Projects. immediately process donations and editions of our Be Love magazine Supported by innovative and pass these on quickly to the areas directly to our supporters and engaging resources, they play a key where they were most needed. provided two editions of Be Change role mobilising many to speak up and Through our existing network of local to our church network. We’ve also take action on behalf of the world’s Christian partners and as part of our Glen Richardson taken a leading discipleship position poorest people. membership of the Integral Alliance, Director of Community on various natural and man-made the generosity of our supporters was Engagement crises, helping church leaders and honoured with a rapid and effective BWA supporters to better make programmatic response that saved more sense of a world where lives and brought much needed such violence and injustice leaves recovery to the people of Vanuatu so many people vulnerable and and Nepal. marginalised. This increased engagement has played a significant role in reaching a record financial outcome for 2014/15. We are grateful to God for this generosity which allows us to continue to expand the range and impact of our work around the world.

22 Transform Aid International 2014/15 Annual Report 23 Community Engagement

Supporter Engagement

Strategic Relations

Source: PARI, Bangladesh, 2008 PARI, Source:

Mel Hatton, Supporter Engagement Manager Major Projects Our Supporter Engagement team Throughout 2014/15 Community Engagement has been the spearhead This is the ministry of the is the primary point of contact for a number of projects that have significant organisational impact. Community Engagement Annette Pereira, Strategic Relations for many of our supporters. In We have commenced a ‘root and branch’ review of our current Child Manager team – to enter into the addition to a number of important Sponsorship offering to ensure that we are in step with our supporter’s functional processes, this team expectations and market realities. The common view is that this is a journey that our supporters Throughout the last 12 months we also assists supporters in making very crowded and competitive space and the ‘product’ is very mature. have resourced a Strategic Relations are on, asking God to donations, handling phone and We strongly believe in the importance of Child Centred Community function to broaden and deepen mail enquiries, setting up new and Development, with child partnerships at the very heart of that work, so transform us all to be love engagement with key supporter managing existing pledges, and also we are applying significant efforts to investigate the current state and re- segments including major donors, and end poverty. database management. There is define what our future child partnership program will become. We look corporations, large churches, grant an improved suite of management forward to reporting on these outcomes next year. makers and wills and bequests. reports now available which is Right across the marketing communications landscape there is a growing This team has also provided improving performance, and a emphasis on digital marketing and fundraising via social media, crowd renewed focus for us in areas such significant upgrade to our Customer funding and peer-to-peer activities. We are working hard to strategise as Woman’s Ministry Support Relationship Management software and develop our digital capabilities to better integrate online donations and Young Adults programs, and is under way which will bring and information requests with our more traditional communications. In expanded our capacity for overseas efficiencies and cost savings. project experiences for fundraisers, doing so we will engage new and younger supporters and be able to This group also includes our church leaders and members. offer them a more meaningful journey with Baptist World Aid. Teleservicing team who continue to As capacity and experience develop, support business objectives in areas Strategic Relations will play an such as child partnership, pastor Structural Changes increasingly important role across engagement and donation support To provide a fully integrated, end-to-end supporter experience, we Transform Aid International, building for key appeals and campaigns. Much have integrated the Supporter Engagement, Church Relations, Strategic a base of highly engaged supporters more than a telemarketing phone Relations and the Fundraising, Marketing and Communications teams and generating cost-effective call, our service team offers pastoral under a single Director with a supporting management structure. All fundraising. support as part of each call, and this team members are being equipped and empowered to continually receives constant positive feedback. improve our outstanding supporter relationships in a productive and We are working hard to develop professional environment while retaining our unique pastoral care this model further, particularly in philosophy. areas such as recruiting, training and As we look back at a highly successful year, we’re thankful to God and management reporting capabilities, each of our wonderful supporters for their generous giving, ethical in preparation for being able to offer consumption, courageous advocacy and faithful prayer. It is a privilege outsourced telemarketing services to to serve them, and work together to address the causes and impacts of other Christian agencies. extreme poverty around the world.

24 Transform Aid International 2014/15 Annual Report 25 Advocacy

Baptist Churches and Catalyst from many groups to speak out on K-Mart, Pacific Brands (Bonds, Hard the Treasurer, Joe Hockey’s, tax Our church based advocacy domestic justice issues, particularly Yakka, Sheridan and others) and advisors and have been invited to program, Catalyst, has continued Australia’s treatment of asylum Jeans-West , but also companies be a part of Labor’s roundtable on to grow. There are now 65-70 seekers, Baptist World Aid Australia that we had previously not heard multinational tax dodging policy active Catalyst groups around has partnered with a new ministry from like the PAS Group (Review, formation. the country, which we believe of the Baptist Churches of Australia, Metallicus, Forecast and others), the Politically we’ve been asking for makes it the largest network of A Just Cause. A Just Cause will Just Group (Jay Jays, Just Jeans, three things to improve corporate grass roots groups focused on help equip Catalyst groups and Portmans, Dotti and others), Ally transparency and help tackle tax issues of international justice in the Baptist church to advocate on and Industrie. dodging; automatic exchange of Australia. These groups have a range of domestic justice issues We’ve been excited to hear the information between tax authorities, continued to advocate by engaging including homelessness, asylum impact that the report has had on a register of beneficial ownership their churches, communities seekers and climate change. the Australian fashion industry, with for companies and trusts and one company saying that it’s been public country by country reporting and parliamentarians. They have Behind the Barcode – Labour Rights organised fair-trade expos, fashion an integral element of shifting the requirements for multinationals. in Corporate Supply Chains swaps, fondue parties, marches, way the industry here thinks about The amazing news is that while we trivia nights, aid forums and One of the ways that Australians its workers overseas. We have also thought these would all be medium more – to raise awareness around most connect with exploitation, heard consistently from companies to long term goals (5-8 years), issues in their communities.They including child and slave labour that the report has helped to we’re already half way there. At the have coordinated justice themed is through the products they buy. provide a catalyst for internal G20 in November, world leaders services, sermons, worship and Through its Behind the Barcode change in recognising the ethical (including Australia’s) agreed to bible studies – to connect their project, Baptist World Aid Australia conscience of their consumers and implement a system of automatic churches with God’s heart for has been publishing world leading their own responsibility to reduce information exchange. And in the Garment factory, Bangladesh, 2014 Garment factory, justice; and they have written research into the efforts that the risk of worker abuse across their 2015 budget, Treasurer Hockey letters, lobbied corporates and met companies are taking to ensure that supply chains. signed up large multinationals in with their MPs to ask for change. workers in their supply chain are not Australia to a system of country Tax Justice We know these groups are being exploited. by country reporting, though having an impact, and collectively In April 2015, we launched the Developing countries lose more sadly this information will not be generating a stronger voice follow up to our Australian Fashion than $160 billion from tax evasion. reported publically, reducing its Be Vocal: Advocacy for justice in Australia. We’ve Report. The response has been That dwarfs the amount they effectiveness. heard feedback from many enormous. receive in aid, and is money that There’s some work left to do, but parliamentarians about the power By the end of the financial year, should be rightfully spent on it’s a big stride forward! In 2014-2015, Transform Aid International continued to of the grass roots lobbying, and more than 5,000 people had building schools, hospitals and we’ve seen the way this lobbying downloaded the Ethical Fashion infrastructure, while providing Aid expand its sector leading advocacy efforts by increasing education, health care and jobs. has allowed Baptist World Aid Guide and hundreds of thousands of For those that have been working its engagement with corporates, government and the Australia access too many of the people had been made aware of the When Baptist World Aid Australia with Baptist World Aid Australia as Baptist Church. nation’s most significant decision report findings through online and began campaigning alongside we’ve campaigned for Australia to makers. We have met with the social media. The media coverage Micah Challenge and the Tax Justice give its fair share in overseas aid, it’s Foreign Affairs Minister’s office of the report was unprecedented, Network on tax dodging three been disappointing to see what’s (The Hon. Julie Bishop), the with hundreds of stories getting years ago, the issue was hardly on happened to our aid program. We’ve Treasurer’s Office (Joe Hockey), picked up on TV, radio, print and the agenda. Now, it’s rare a week seen the biggest cut in the program’s the Shadow Foreign Affairs in online news across the country. goes by without another story of history, and we will now be (as a Minister (Tanya Plibersek) and the News of the report travelled abroad, multinational tax dodging hitting nation) the least generous aid givers Shadow Treasurer (Chris Bowen). with stories in India, the UK and the media. we’ve ever been. Baptist World Aid The Baptist church, according to extensive coverage in New Zealand. The Church has been a big part of Australia will continue to work with the most recent available National Companies around the country this story. Through participation in Micah Challenge, in partnership with Church Life Survey data, is also have taken notice. Baptist World Micah’s Shine the Light campaign the Campaign for Australian Aid, to now the most supportive of Aid Australia has held meetings we’ve been part of the world’s help turn this around. Our Catalyst advocacy on public policy, and with many of the biggest fashion biggest mock tax haven, we’ve met groups will continue to meet with amongst the most committed to companies in Australia, to discuss our MPs in their electorate offices their MPs, raise awareness and talk taking action on global justice. what measures they can take to and in Canberra and we’ve run to their churches. We’re already Gershon Nimbalker better protect their workers. This events, simulations and forums at our seeing a number of members in the Advocacy Manager A Just Cause includes companies we had been local churches to raise awareness. government and many in opposition Based on the strong feedback working with prior to the report’s Baptist World Aid Australia and expressing that these cuts have gone from churches and the desire release like Cotton-On, David Jones, Micah Challenge have also met with too far.

26 Transform Aid International 2014/15 Annual Report 27 International Programs esponse an er R d Re ast co is unity Develope ve D m me ry s om n d C t P o city Build r o pa in o h a g t li C e e c v t i A io L t d n

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n g o a i t n a i year. Through 62 projects Transform Aid has provided long-term change to the lives of s children, families and communities in some of the poorest nations.

These efforts aim to build long term sustainable solutions developed at the community level that address the complex and multifaceted dimensions of poverty. Furthermore Transform Aid has funded 25 disaster management projects providing life-saving interventions to 56,001 people through the timely and coordinated responses of local partners and communities. We have also assisted 10,045 people in rebuilding their lives after devastating disasters.

Our International Program Our vision is for a world where poverty has ended and all people can enjoy the fullness of life God intends. We achieved this through a diverse range of approaches: long term community transformation Anthony Sell through mobilisation that will will include village savings and loans Director of International associations, cooperatives, farmer groups and people institutions. We Programs continue to invest in sector-specific projects such as child-centred community development focusing on four pillars of the convention of the rights of children being: survival, development, participation and protection plus disaster management which includes emergency relief, disaster recovery and disaster risk reduction. We seek impact in six development outcome areas that include health, learning, livelihoods, protection, resilience and leadership.

Indigenous Implementing Partners The most critical link in achieving our vision is the presence of our local implementing partners. Partnership is core to the mission of Transform Aid. It reflects our commitment to building local capacity and our belief that we can achieve much more by working in partnership with others. Transform Aid’s implementing partners are catalysts for change in communities. All our partners are Christian organisations. Drawing on our partners’ intimate knowledge of local context, language and culture, Transform Aid has the opportunity to support projects that encourage the participation of the most vulnerable, who are more likely to be sustained and ultimately have a greater impact on people living in poverty

28 Transform Aid International Child Centred2014/15 Community Annual Report Development Program, Sri Lanka, 2014 29 International Programs Disaster Management project: building a dam, 2015

Annual Investments

Our partnership approach annual investments Capacity building is central to Transform Aid International’s vision of “a world where poverty has ended and all people enjoy the fullness of life God intends”. Capacity building and strengthening happen in the context of four core principles that inform our partnership approach: • Aim to shift power relations to ensure that those marginalised in communities Our programs aim to • Respect for the autonomy have greater voice and accountability and obligation is understood by all for Disaster Management 11% of national and international the benefit of all leading to meaningful forms of participation and facilitate long-term development agencies with whom Health 25% • Remain strongly committed to ongoing learning, both for Transform Aid we partner; Leadership 10% sustainable change in International and for the partners and communities we serve, clear indicators • Valuing the capacities and Learning 17% are established on what change is occurring and when it isn’t opening communities to achieve strengths of implementing partner Livelihood 16% opportunities to explore how we can more effectively work going forward. our vision of “a world staff; Protection 11% where poverty has ended • Mutual accountability and learning Resilience 2% Our expected impact and outcome results in all our relationships Partner Organisational Development 8% and all people enjoy • Integrity and transparency in the Health the fullness of life God relationship and use of funds. The Impact: Community members are leading healthy lives in supportive In seeking to realise such a broad Our development approach environments. intends.” vision, Transform Aid International Our projects aim to facilitate long term sustainable change in communities and to The Outcome: Transform Aid International invested $2.98 million in 40 understands that we cannot operate achieve this, Transform Aid International aims to apply the following principles: projects in 14/15. Community members have improved their knowledge of in isolation. Therefore, we see value • Be informed by a strengths-based approach that works with individuals, health issues and now practise behaviours which engender good health and in participating in alliances with like- families, groups, organisations and communities to leverage their potential, see lives saved. Community members now have access to improved health minded agencies. We are a member interests, abilities, knowledge and capacities as key elements in addressing services and enjoy healthy physical environments. of Integral Alliance, Asian Pacific their challenges; Baptist Federation, Church Agencies Examples: In one project, our partner in Nepal, ‘United Mission to Nepal’, Network and the newly formed • Target poverty at its root cause ensuring that community assessments and targeted 40,480 direct and 108,215 indirect beneficiaries in seven of the Baptist Relief and Development ongoing monitoring and evaluation of projects focus on the complexity of most marginalised districts of Nepal. The project implemented awareness Network. These memberships issues that create and sustain poverty; campaigns, strengthened community health workers in skills and empowered significantly increase our capacity • Take an integrated approach to programming that looks not only at health organisations to address health issues locally. It provided education and scale to respond to disasters and economic development, but also at building human, natural, financial on living with HIV/AIDS, nutrition, sanitation, sexual reproductive health and develop collaborative work through social and institutional capital, addressing human rights issues that may infant and child health. Those most vulnerable being women, children and cooperative agreements with other stop people from improving their situation along with political, spiritual those living with HIV/AIDS were the primary target group. partner bodies in the areas beyond and social issues that might extend poverty; In Papua New Guinea (PNG) our partner, the Baptist Union of PNG, runs our immediate reach. • Focus on community empowerment rather than service delivery, aiming to three district rural hospitals, 10 health centres and nine aid posts providing facilitate community and child participation to enable them to drive their essential health services to 180,000 people. Transform Aid International, in own development; partnership with the Australian Government through the Church Partnership • Build partnerships with like-minded local organisations in order to Program, ensures that these services reach the maximum number of people enhance local capacity critical to sustaining transformation achieved in with quality health services and develop professional and community based communities; health workers to service some of the most isolated parts of PNG. • Aim to address a number of themes that we have identified as crucial for achieving transformation. For example, the crucial role that children and learning youth play in the development process, ensuring that minority groups The Impact: Community members are engaged in meaningful learning that and those marginalised through disability, HIV/AIDS, gender and race leads to holistic human development, vocational opportunities and fulfilment participate fully and are accurately targeted by interventions; of their potential.

30 Transform Aid International 2014/15 Annual Report 31 Project: Promoting Child Well-being through International Programs CCCD Approach Partner: Church and Society Program, Malawi (CSP) Project year: Year 4 of 9 years (Phase two)

The most critical link in The Outcome: Transform Aid International invested $2.05 million through 28 Overall project goals: depth training that was facilitated projects in 14/15. Community members are participating in quality education achieving our vision is and learning and using their skills to improve their situation. Children are The project aims to build by CSP. This training was assisted by local Legal and Police Officers the presence of our local developing mentally, emotionally, physically, morally and socially through the capacity of community participation in all levels of educational and recreational activities. committees, households and who provide information about implementing Partners. Examples: Our partner, Baptist Aid in Bangladesh, has reported excellent individuals. The project will the process which CPCs could Partnership is core to results in its efforts to improve educational techniques across 14 schools enable communities to mobilize take to manage cases of child abuse and mistreatment. the mission of Transform focusing on child-friendly teaching methods. In those regions, 99.5% of themselves to identify their children are now enrolling in secondary school after completion of primary problems and find solutions to The CPCs have received ongoing Aid International and this education ensuring 1180 students will receive ongoing quality education. To those problems. Communities will support and work to investigate reflects our commitment broaden that impact, 534 parents of 600 successfully completed functional also be able to reflect critically on all issues related to child abuse literacy classes. why rights (especially children’s in the community. The CPC’s to building local capacity In the Philippines we develop informal learning opportunities by linking rights) are not being realised; have built strong networks with and our belief that we learning to life. We provided 4,112 people from 15 community groups that who is responsible for promoting Village Chiefs and civil cases are cover every aspect of a thriving family environment including financial and protecting them; what now being successfully handled can achieve much more management, income generation, sanitation and hygiene, nutrition, healthy aspects of governance structures within the communities. Working working in partnership with marriages, and safe and effective parenting (including fathering). need to be changed in order with the Government Police to others. to make them enabling in the prosecute criminal charges poses livelihoods realisation of rights. a greater challenge (mostly Community members are engaged in sustainable livelihoods due to the lack of resources at The Impact: that lead to increased well-being and dignity, reduced vulnerability and the Objectives for 2014/15: government level). Many criminal ability to fulfil family and community responsibilities. cases identified by the CPCs • Increased representation and The Outcome: Transform Aid International invested $1.96 million through participation of children in were being neglected by the Government and this led to some 38 projects in 2014/15. Community members are engaging in income- decision-making structures and generating activities that contribute towards an improved standard of living. discouragement amongst the community life; Community members are accessing the necessary resources, capital and volunteers. • Empowered communities, markets to ensure the viability of their activities. including children, that are To address this situation, CPCs Examples: In Zambia through our partner Reformed Church of Zambia able to claim and defend have introduced mobile legal 500 farmers of a targeted 673 have introduced new seed varieties into their human rights through clinics, which manage the their farming to increase productivity and market opportunities. They also documenting, reporting and criminal cases that are pending celebrated the fact that 60% of targeted farmers have adopted at least three referral of cases of abuse and with local police each quarter. new agricultural techniques to ensure sustainable yields in the coming years. violation; For support in this process, CSP In Nepal, through International Nepali Fellowship, we targeted the inclusion has assisted the CPCs to network of ‘People living with Disabilities’ (PwD) into various income generating and • Increased capacity of with the Child Justice Magistrate, households and communities community mobilisation activities and have reported 172 PwD are now well Prosecutors from the Ministry of integrated into income generating activities. They also celebrated the wider to respond to, and address, the Justice, Social Welfare Officers groups increasing their incomes with 1,293 producing vegetables, 29 people health and nutritional needs of and Psychological Counsellors. rearing goats, 21 people running shops with food and lodging services, three children; After four and a half years of people are running tailoring businesses, two people are running furniture shops, one person is engaged in a medical shop, four have established • Increased levels of development implementation, the CPCs have nurseries and 10 people are in door-to-door sales businesses. of children through formal and handled, referred and completed informal means of education. 120 cases of child abuse, forced child marriage and child labour. protection Impact: With the introduction of the Vulnerable groups and individuals, particularly children, are The Church and Society (CSP) The Impact: mobile legal clinics, the efficiency valued members of society and enjoy lives free from fear. Program in Malawi has assisted of the trials has also improved The Outcome: Transform Aid International invested $1.26 million through communities to establish 12 Child significantly, with cases now Protection Committees (CPC’s). 20 projects in 2014/15. Vulnerable groups and individuals, particularly being completed within 3 weeks children, are protected from human rights violations and are empowered to Committee members are self- (as opposed to many months.) protect themselves. Community members are committed to protecting and selected volunteers and have CSP is now working with the upholding the rights of vulnerable groups and individuals. shown great commitment to their community to ensure that these responsibilities. new structures can be sustained Before joining the CPC, using Government resources. volunteers participated in in- 32 Transform Aid International 2014/15 Annual Report 33 Source: Malawi CCCD Program, 2015 Program, CCCD Malawi Source: International Programs

Annual Result 2014/15

resilience reaching

The Impact: Community members, including children, are physically and focused through 186,746 psychologically prepared for, and are better able to recover from, internal in on 49 adults conflicts and external shocks. 4 partners regions 19 impacting The Outcome: Transform Aid International invested $0.28 million through 14 projects in 2014/15. Communities, through preparedness, are better countries 87 76,048 projects Examples: In Malawi, Africa, our able to mitigate the impact of local natural hazards and human conflicts. children partner ‘Church and Society Communities have increased social capital and able to manage community Program’ has developed a structural conflict, violence and trauma. response to child protection Examples: We have been partnering with ‘Peace Bridges’ in Cambodia for developing child protection making a difference for some time with some excellent results. In 2014/15 we enabled a grass roots results. Partners noted positive committees within communities peace building program that trained and strengthened 5,920 community-based characteristics about Transform 915,609 people with paralegal assistants assigned leaders and “peace builders” in conflict resolution to serve a large number Aid International staff (“friendly”, to them and, in the reporting including 253,544 of people in their sphere of influence. The overall outcome is strengthening “professional”, “helpful”, “informed”, period, they progressed 93 cases children community resources to minimise violence at the heart of the community. “reliable” and “accessible” were with 17 referred on to a child justice the most frequent comments). magistrate. Respondents identified and In Cambodia, our partner ‘Chab Dai’ appreciated the ideals of equality and maintains a coalition of 50 multi- Leadership mutual respect they have experienced sectoral response and support The Impact: Communities have leadership in place that enables community in partnership with Transform Aid agencies tackling trafficking in members, including children, to work together to create a progressive, just, International and encouraged We contribute to this outcome by supporting partner strategies such as: the Mekong. In 2014/15 they have Transform Aid International to and peaceful society, free from corruption. • Identifying partner organisations’ capacity across 50 dimensions of commenced a new project focused continue with this attitude. The The Outcome: Transform Aid International invested $1.6 million in 23 projects the organisation within three levels including for example Governance, on displaced Vietnamese developing survey requested constructive in 2014/15. Community members, including children, are aware of their rights Management and Programming anti-trafficking strategies. This ideas for improvement which and responsibilities and are actively participating in their local communities. project saw 1,910 villagers (316 drew out responses in the areas • Investing in partner organisations capacity development in strategic Local civil society organisations are providing and modelling effective males, 558 females, 378 boys and of; communication, our in-country areas indentified together leadership and working with communities to address their opportunities and 658 girls) joined in awareness presence, funding certainty, training • Promoting good governance and best practice approaches to needs. programs focusing on the topics in leadership and the development development of human trafficking, child sexual Examples: Transform Aid International continues to invest across our cohort of stronger networks. These ideas • Monitoring both at a distance and in country all aspects of the partner abuse, child rights and safe of partners in good governance practice. Governance continues to be a continue to stimulate discussions and organisations operations migration. key point of strategic organisational development for many civil society plans to continually improve aspects organisations. With nine of TAI’s partners we have invested in Governance of our relationship with each partner. Transform Aid International activities include: workshops, constitutional reform, governance capacity assessment and • Facilitating organisational assessments with partner organisations every increasing transparency and accountability in governance approaches. few years including conducting a Financial Management Health Check. We believe the impact of this investment protects our programs into the PARTNER ORGANISATIONAL Implementing Partners: future and mitigates the risk of corruption that sadly is prevalent in the high DEVELOPMENT corruption context in which we work. • Our organisation sees its role in the development process as improving The Impact: Partner organisations outcomes for poor communities by adding value to implementing Partner Survey have improved capacity to partners through continuous quality improvement. · operate with good governance, In November 2014, Transform Aid International conducted an anonymous • Capacity building also focuses on quality program design, comprehensive management and an survey of its implementing partner organisations. The aim of the survey implementation and evaluation to ensure high degrees of impact across ability to develop, implement, monitor was to hear directly from our partners about their views of our partnerships the projects we fund. and report on effective development and about Transform Aid International’s performance, with the hope to Our relationship with implementing partners is informed by the following programs. improve relationships, programming and overall effectiveness in the pursuit four principles:

of our mission. No formal survey of this kind has been conducted before by The Outcomes: • Respect for the autonomy of national and international development Transform Aid International. A broad range of staff from partner organisations • Partner organisations are increasing agencies with whom we partner; were encouraged to take part in the survey, including representatives from the in capacity as local development • Valuing the capacities and strengths of implementing partner staff; Board, Executive and Management as well as Field Staff. organisations to deliver programs • Mutual accountability and learning in all our relationships Partners expressed overwhelmingly positive views of our relationship and provide services that are with them, particularly noting Transform Aid International as a source effective and efficient. • Integrity and transparency in the relationship and use of funds. of ideas, solutions and constructive feedback, as well as being a secure • Partner organisations have source of funds. They also noted being “very satisfied” with our Christian clear operational systems and identity. A very strong theme of respect for Transform Aid International model effective leadership and staff, systems, values and leadership was apparent from the survey accountability to all stakeholders.

34 Transform Aid International 2014/15 Annual Report 35 International Programs

Project Evaluations Project ID Philippines Evaluation of Typhoon Haiyan 52166 sources of income Kenya Integrated Initiatives to Combat Food Insecurity Makueni and 52125

Machakos Counties Partners Child Centred Community Development (CCCD) Projects* Child Partners (at 30 June) CCCD Expenditure Community Development (CD) Projects CD Expenditure Disaster Management (DM) Projects DM Expenditure Nepal $'000 $'000 $'000 Dang Community Health & Development Project (Dang-CHDP) 52017 Pacific Raptipari Community Health & Development Project 52115 Papua New 1 8 $2,185 Kapilvastu Community Development 52108 Guinea HELP Nepal 50190 Solomon Islands 1 1 $265 2 $30 Dang - Community Based Rehabilitation 52052 Vanuatu 4 1 $18 4 $257 India South-East Asia Community Based Adaptation Project 52134 Cambodia 7 1 766 $180 7 $800 Mizoram Development Education 50209 Injot: Children at Risk Program 52122 East Timor 1 1 $106 CBR Project, Satbarwa 52133 Indonesia 1 1 $176 Bangladesh Malaysia 1 1 $22 Koinonia Integrated Approach for Community 52128 Development (KIACD) Philippines 2 1 2,681 $896 2 $526 Banskhali Community Development Program (BCDP) 50163 South Asia SATHI CCCD Project 52106 Bangladesh 12 4 2,581 $955 11 $1,103 1 $5 BBF SAO (Projects) 50165 India 3 5 $217 1 $12 Timor Leste useNepal of funds5 2 1,199 $375 7 $1,146 6 $199 Triloka Community Health Project 50680 Sri Lanka 2 1 591 $205 2 $58 Cambodia Africa National Centre for Disabled Personas Community Based 50215 Rehabilitation Project Kenya 3 3 $457 Sri Lanka Liberia 1 1 $33 LEADS CCCD project 52107 Malawi 1 1 748 $297 Solomon Islands Uganda 1 1 1,645 $686 Solomon Islands Capacity Building 52007 Zambia 1 1 739 $264 These Project ID codes identify projects that we receive funding for from the Australian Government Rest of the World Iraq 1 3 $202 Overseas Programs by Outcome Area FY2014/15 Lebanon 1 3 $57 Cross-regional 2 $212 2 $26 11% - Disaster Management activity 25% - Health 17% - Learning Total 49 14 10,950 $4,070 48 $6,553 25 $1,347 16% - Livelihood 11% - Protection Expenditure inoverseas this table consists of funds to international programs programs and program support costs as presented in theby Consolidated Statementoutcome of Profit and Loss area 2% - Resilience and Other Comprehensive Income on page 38. 10% - Leadership 8% - Partner Organisational Development

36 Transform Aid International 2014/15 Annual Report 37 Disaster Management

Recovery Response Risk Reduction Recovery of the Emergency food, water Rebuilding with cyclone- agricultural sector to and tarpaulins distributed proof materials and provide both food for to families. Clean water using food preservation families and re-establish and sanitation equipment techniques to reduce the livelihoods. This includes restored. Evacuation centres risk of food shortages if distributing seeds and set up and emergency another cyclone occurs. tools plus training on shelters built. raising crops.

Disaster Management

Disasters are continuing to be reported with an increasing intensity and frequency. In 2014/15, Transform Aid International invested a record amount of $1.3 million in disaster management across 25 projects and 15 partners.

The impact we seek is to Some of the major disasters in 2014/15 included Nepal earthquake see lives saved, homes and April 2015; Cyclone Pam in Vanuatu March 2015; the ongoing Syrian livelihoods re-built better humanitarian crisis; the Ebola crisis in Western Africa; flooding in the Solomon Islands and the finalisation of work from Typhoon Haiyan and vulnerable communities in the Philippines that hit in November 2013. being able to respond and In 2014/15, Transform Aid International’s Haiyan Response was recover from disasters with finalised as the projects rebuilding the CCCD community that was dignity. affected by Haiyan came to an end. As part of this response, Transform Aid International was able to partner with World Renew and SAO Philippines to rebuild homes, rebuild latrines, provide hygiene trainings and restore livelihoods. Transform Aid International also established a formal partnership with Lebanese Society for Educational & Social Development (LSESD) in 2014/15. This partner is doing amazing work as it attempts to assist the 1.1 million refugees that are now registered within Lebanon as a result of the Syrian crises. Transform Aid International also partnered with Medair in a number of projects in Iraq following the ongoing persecution of Christians.

The Creation of the Disaster Action Fund or ‘DAF’ In 2014/15, Transform Aid International created the Disaster Action Fund (or DAF). With this life-saving fund, Transform Aid International is able to not only respond to large global disasters,

38 Transform Aid International 2014/15 Annual Report 39

Nepal 2015 USAID, Hawwa, Natalie Source: Disaster Management

Source: United Mission Nepal, 2015

Project: Nepal Earthquake Relief Project Partner: United Mission Nepal (UMN) but also to more localised events which if not properly planned that may not hit the media. for can have significant impact Overall project goal shampoo, water purification DAF also allows Transform Aid on communities. Disaster Risk tablets, sanitary napkins, International to invest in Disaster Initial response activities aimed Reduction (DRR) aims to reduce towel, soap, comb, washing Risk Reduction activities. It the damage caused by natural to provide food and non-food powder, anti-septic cream. is hoped that this fund will hazards like earthquakes, items (including tarpaulins) to continue to grow in coming years floods, droughts and cyclones, affected households in 7 Village There will be one hygiene in order to work with our global by focusing on prevention Development Committees plus kit for each of the 8,574 partners before, during and after and preparedness to reduce provide psycho-social support; households. disasters. the possible impact of natural coordinate an emergency • Tools including: handsaw, hazards when they strike. nutrition program; support shovel, pick, claw hammer, Development of our Disaster Transform Aid International work in its two hospitals sack, bucket. One set of tools Management work believes that investment in (Tansen and Okuldhunga); will be shared between four DRR programming represents Transform Aid International support staff to repair their households. good value for money and is currently reviewing our houses and support national strategic framework on Disaster ensures long term impact Beneficiaries assisted of improvements made by level partners in 4 districts. Management. This includes • UMN immediately responded community development. It further document development, Proposed outcomes to the 25th April earthquake and staff and partner training. In also provides protection for communities against extensive • Food items for 21 days and has focused its efforts deepening our quality, Transform include: rice, pulse, salt, in Dhading District where to Aid International is ensuring that loss of life, livelihoods, shelter spices, turmeric, matches, oil. date 6,882 households have the Sphere Guidelines, Red Cross and significant impact on code of conduct and the ACFID ways of life. Transform Aid These will be distributed to been reached with food and code are implemented in all relief International in 2014/15 all 8,574 households. non-food items. A further and recovery programs. continued to encourage partners • Non-food items include: 2,340 households have been to integrate DRR programming tarpaulin, rope, blankets, reached through partners in Disaster Risk Reduction into ongoing community Gorkha, Lalitpur, Makwanpur development programs. Partners sleeping mats, utensils for Transform Aid International and other districts. UMN in Solomon Islands, Bangladesh, cooking and eating. These agree with the UN that there has also made Phase 1 Vanuatu, the Philippines, will be distributed to 7,890 is no such thing as a ‘natural’ interventions in psycho-social Cambodia and Kenya have all households since households disaster, only natural hazards, taken up this initiative. in Satyadevi are being first aid; emergency nutrition; covered by Oxfam. emergency reproductive health care; and hygiene. • A hygiene kit comprising: toothbrushes, toothpaste,

40 Transform Aid International 2014/15 Annual Report 41 Disaster Management Project: Health, Education, HIV/AIDS, Capacity Building, Gender, Community Development Partner: Baptist Union of Papua New Guinea (BUPNG) Project year: Year 5 of a 5-year program supported by the Australian $1,299,386 AUD 10 countries 18 partners 29 projects government and Transform Aid Overall project goals livelihoods, community mobilisation, Seven Australian church agencies informal and formal education, in partnership with the Australian primary health, HIV/AIDS and Government in 2004 began working gender programs. together with Papua New Guinea (PNG) churches in strengthening Example outcomes for 2014/15 their programs in health education, • 23 students are now on a two-year poverty reduction along with many course to become the rural PNG other essential services. The churches equivalent of a General Practitioner. are the most significant civil society This is an extremely important and groups in the country. They deliver exciting result, as it would otherwise over half of the health and education be impossible to receive medical services delivered in PNG, particularly advice in such remote areas. in rural areas. They are active in HIV/ • Teachers in Baptist-managed AIDS programs across the country schools are resourced with new as well as in peace-building and teaching techniques, with monitoring reconciliation and other development in place to observe the progression activities. BUPNG is one of those of student learning. PNG churches, and is a close partner • Around 3,500 more children are of Transform Aid. BUPNG aims to attending school as a result of ensure that education and health BUPNG programming. facilities under their management • 234 people (153 females) are Ongoing development of our and Director of Community provide essential services in remote Disaster Management work Engagement attended working rural areas, as well as supporting trained in specific vocational skills, agricultural production, processing Transform Aid International group meetings hosted by communities in other priority need and marketing, leadership, conflict is currently reviewing our Integral where they were areas. Strategic Framework on Disaster able to learn and share in the resolution – all identified by locals as development of the alliance and being of utmost importance to their Management. This includes Example activities for 2014/15 set a greater strategic direction communities. further document development, • Strengthening health services staff and partner training. In for approximately $900,000,000 across 3 District Rural Hospitals, deepening our quality, Transform of disaster relief funding Impact 10 Health Centres and 9 Aid Posts Aid International is ensuring that globally across 20 agencies. The Australian Government has In January 2015, Transform in Kompiam, Telefomin and Baiyer the Sphere Guidelines, Red Cross honoured their intention of funding Aid International also jointly Districts of PNG that covers 180,000 code of conduct and the ACFID the full five-year phase of this code are implemented in all relief initiated a new Baptist Relief people and Development Network with program. Reviews of this program and recovery programs. • Re-building and re-opening a 11 other Baptist global agencies have found that the initial two phases “Community Health Worker” school Alliances and Networks from Europe, North America have achieved significant outcomes in and the Asian Pacific region to in the extremely remote area of the areas of improved service delivery In 2014/15, the Integral seek greater cooperation across Telefomin. Without the school, the Alliance proved to be a strong and institutional strengthening, with Baptist globally around disaster people who live in this region have strategic asset to Transform more limited evidence about success response and humanitarian work. no long-term medical services. To Aid International. Through in improving governance. It was this alliance, Transform Aid accompany this investment, training found that flexible and responsive International is continuing resources will be provided to ensure support from DFAT had been critical to build partnerships with a high quality output from the to the success of the program. It organisations with life specific centre. was effective to work within existing expertise in disaster relief and • BUPNG works closely with institutional relationships and to recovery. The CEO, Director politicians and government officials promote collaboration between the of International Programs to ensure that state funds available churches. TAI and BUPNG are now for regional PNG areas are well working with the other churches and managed. They also identify agencies with the PNG and Australian vulnerable groups and work with Governments to design the next phase them to create opportunities in of the program. 42 Transform Aid International 2014/15 Annual Report 43 Source: Jules Shute, PNG, 2015 Jules Shute, Source: Our Partners Thank you to all our partners

Solomon Islands Community Development South Seas Evangelical Church Bangladesh ABMS Bangladesh (Aust. Bapt. Miss. Soc.) Sri Lanka Bangladesh Association for Sustainable Lanka Evangelical Alliance Development Service Development Palmera Bangladesh Baptist Fellowship Timor Lorosa’e Garo Baptist Convention Fundacao Lafaek Diak Koinonia Uganda Love for Distressed People Bangladesh Share an Opportunity Uganda PARI Development Trust TraumAid International Ltd Protibondhi Community Centre Zambia Sathi Reformed Church in Zambia Diaconia Department SUPOTH Symbiosis Disaster Management Cambodia Iraq Chab Dai Coalition MEDAIR Emergency Relief and Recovery FH Cambodia International Cooperation Cambodia Lebanon National Centre of Disabled Persons Lebanese Society for Educational and Social Peace Bridges Organization Development Ponleu Ney Kdey Sangkhum Liberia Youth With A Mission Cambodia Medical Teams International India Nepal Baptist Churches of Mizoram MEDAIR Emergency Relief and Recovery Emmanuel Hospital Association World Concern US Freeset Philippines Indonesia World Renew Cipta Fondasi Kommunitas Vanuatu Kenya Act for Peace Anglican Development Services - Eastern ADRA Australia Nakuru Region Inter Diocesan Christian Churches of Christ Conference Vanuatu Community Services TEAR Fund NZ Malawi Church and Society Program CCAP Synod of Financial Support Partnerships for Livingstonia International Programs Malaysia Australian Government, Department of Foreign Alliance of Chin Refugees Malaysia Affairs, Australian NGO Cooperation Program Nepal Vanuatu International Nepal Fellowship Tearfund UK Multipurpose Community Development BMS World Mission Services APBAID United Mission to Nepal German Baptist Aid Papua New Guinea Canadian Baptist Ministries Baptist Union of PNG World Renew American Baptist Foreign Mission Society Philippines Baptist General Association of Virginia Share An Opportunity Philippines Baptist World Alliance

44 Community TransformDevelopment Aid Project, International Kenya, 2014 2014/15 Annual Report 45 Financials

Tony and Jo Milne Supporters since 1978 During his career, Professor Tony Milne worked mapping natural resources in countries such as the Philippines, Indonesia and Cambodia. He saw first hand the terrible poverty families were forced to endure in these countries. Both he and Joy developed a heart for the poor as a result of their experiences. “The bible tells us to ‘Love the Lord your God with all your heart and with all your soul and with all your mind and with all your strength; and love your neighbour as yourself’ (Mark 12:30-31). This was the reason we first began supporting Bapist World Aid management. 1000 households are now in a far better situation due to Australia back in 1978. 2014/15 Financial Summary this project. “We began our sponsorship These positive financial results will provide a good base for growth in our journey with a little girl named international programs in the coming years, enabling our organisation to 2014/15 has been another year of extraordinary financial results, with Blossom from the Philippines. target new communities that are extremely vulnerable and marginalised. She’s all grown up now. We have We will continue to develop more effective approaches to respond to both our top and bottom lines performing better than projected. Our total sponsored a number of children natural disasters and initiate community social enterprises for longer- revenue increased by $2.27 million to $19.18 million, a double digit increase over the years and have just term sustainability. signed up to sponsor our 4th child of 13.4%, with a net surplus of $1.85 million, which was an impressive We continue to invest in our people and operational systems for - a little girl from Nepal. We were increase of 225% compared to the previous year. the future. A new Finance Manager with experience in managing very moved to hear that our child international finance was brought on board to lead the development of had been waiting for sponsorship a cutting edge, cloud-based financial/ERP system, enabling both our for a long time. In Nepal, families Our balance sheet continues to be We had a 12% growth in International head office and travelling staff to have 24/7 access from anywhere in the in poverty marry off their robust and healthy, with $7.96 million Programs compared to last year. In world. daughters very early. Sponsorship of net assets. addition, the Department of Foreign We launched an exciting QA project to develop standardised allows these girls to stay with Affairs and Trade provided a record There has been an unprecedented organisational policies, processes and procedures based on the ISO their families longer and have the grant of $5.47 million to support our number of large-scale natural Quality Management System framework with the goal of achieving chance to finish their education international aid and development disasters in the last 12 months certification of our donation management system to enhance supporter and get some vocational training. programs in the Pacific, Southeast including Cyclone Pam that confidence. devastated Vanuatu followed by Asia, South Asia and Eastern Africa. “We have continued to support In June 2015, we commenced the scoping and development of a the massive Nepal earthquakes that An example is the Health and Baptist World Aid Australia new CRM system and a new website that focuses on stakeholder killed over 8,000 people causing Livelihoods Improvement Project in over the years because they are engagement, advocacy and social media. These will support our efforts extensive destruction to that Kenya with a budget of $0.17 million. mission focused and are very to conduct deep and meaningful relationships with our supporters, to Peter Leau country’s infrastructure. Once again, The project addressed many causes professional. We know we can speak out for the poor, and to engage companies to promote ethical and Director of Business hundreds of our faithful supporters, of poverty in a drought-stricken area trust Baptist World Aid Australia fair practices in their supply chains. (including many Baptist churches) of Kenya including introducing a and have been so happy to see responded generously and over system for improved water supply, We finished the financial year on a high note, acknowledging with God’s blessing of the organisation $1.44 million was raised to help the sustainable tanks to community gratitude the faithfulness of our Baptist churches and supporters, the to see them grow to have the thousands of people suffering from members who themselves held continuing trust of the Australian Government, and the blessings and impact they have across the these disasters. responsibility and control of water providence of our sovereign God. developing world today!”

46 Transform Aid International 2014/15 Annual Report 47 Independent Audit Report

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 Level 17, 383 Kent Street An audit involves performing procedures to obtain audit evidence about the amounts and  Sydney NSW 2000 disclosures in the financial report. The procedures selected depend on the auditor’s 

Correspondence to: judgement, including the assessment of the risks of material misstatement of the financial   Locked Bag Q800 report, whether due to fraud or error.  QVB Post Office   Sydney NSW 1230   In making those risk assessments, the auditor considers internal control relevant to the   T +61 2 8297 2400 Group’s preparation and fair presentation of the financial report in order to design audit  F +61 2 9299 4445  E [email protected] procedures that are appropriate in the circumstances, but not for the purpose of expressing   W www.grantthornton.com.au   an opinion on the effectiveness of the Group’s internal control. An audit also includes

  evaluating the appropriateness of accounting policies used and the reasonableness of     accounting estimates made by the Responsible Persons, as well as evaluating the overall Independent Auditor’s Report  presentation of the financial report.   To the Members of Transform Aid International        We believe that the audit evidence we have obtained is sufficient and appropriate to provide We have audited the accompanying financial report of Transform Aid International (the a basis for our audit opinion.    “Company”), which comprises the statement of financial position as at 30 June 2015, and  the statement of profit or loss and other comprehensive income, statement of changes in Independence  equity and statement of cash flows for the year then ended, notes comprising a summary of In conducting our audit, we have complied with the applicable independence requirements   significant accounting policies and other explanatory information and the Responsible of the Accounting Professional and Ethical Standards Board and the Australian Charities Persons declaration of the consolidated entity (the “Group”) comprising the Company and and Not-for-profits commission Act 2012.  the entity it controlled at the year’s end or from time to time during the financial year.    Auditor’s Opinion   Responsibility Persons’ responsibility for the financial report In our opinion, the financial report of Transform Aid International  The Responsible Persons of the Group are responsible for the preparation and fair  presentation of the financial report in accordance with Australian Accounting Standards - i presents fairly, in all material respects, the Group’s financial position as at 30 June Reduced Disclosure Requirements and the Code of Conduct for the Australian Council for 2015 and of its performance and cash flows for the year then ended; and  International Development (ACFID) and the Australian Charities and Not-for-profits  Commission Act 2012. This Responsible Persons’ responsibility includes such internal ii complies with Australian Accounting Standards - Reduced Disclosure Requirements  controls as the Responsible Persons determine is necessary to enable the preparation of the and the Australian Charities and Not-for-profits Commission Act 2012.  financial report to be free from material misstatement, whether due to fraud or error.     Auditor’s responsibility  Our responsibility is to express an opinion on the financial report based on our audit. We  conducted our audit in accordance with Australian Auditing Standards which require us to GRANT THORNTON AUDIT PTY LTD  comply with relevant ethical requirements relating to audit engagements and plan and Chartered Accountants   perform the audit to obtain reasonable assurance whether the financial report is free from     material misstatement.      A G Rigele  Partner - Audit & Assurance

  Sydney, 2 October 2015 Grant Thornton Audit Pty Ltd ACN 130 913 594   a subsidiary or related entity of Grant Thornton Australia Ltd ABN 41 127 556 389 

‘Grant Thornton’ refers to the brand under which the Grant Thornton member firms provide assurance, tax and advisory services to their clients and/or refers to one or more member firms, as the context requires. Grant Thornton Australia Ltd is a member firm of Grant Thornton International Ltd (GTIL). GTIL and the member firms are not a worldwide partnership. GTIL and each member firm is a separate legal entity. Services are delivered by the member firms. GTIL does not provide services to clients. GTIL and its member firms are not agents of, and do not obligate one another and  are not liable for one another’s acts or omissions. In the Australian context only, the use of the term ‘Grant Thornton’ may refer to Grant Thornton Australia Limited ABN 41 127 556 389 and its Australian subsidiaries and related entities. GTIL is not an Australian related entity to Grant Thornton Australia Limited.     Liability limited by a scheme approved under Professional Standards Legislation. Liability is limited in those States where a current scheme applies.     

48 Transform Aid International 2014/15 Annual Report 49 Financials Financials

Consolidated Statement of Profit and Loss Consolidated Statement of and Other Comprehensive Income Financial Position for the year ended 30 June 2015 as at 30 June 2015

Notes 2015 2014 Notes 2015 2014 REVENUE ASSETS Donations and Gifts Current assets • Monetary 12,444,821 11,338,016 Cash and cash equivalents 9 5,126,895 3,429,878 • Non-Monetary 6 315,060 261,648 Accounts Receivables 10 47,946 4,027 12,759,881 11,599,664 Other current assets 11 813,835 566,576 Bequests and Legacies 404,178 93,859 5,988,676 4,000,481 non-Current Assets Grants Fixed 12 4,439,372 4,534,407 • Department of Foreign Affairs and Trade 5,474,586 4,837,289 Other non-current assets 13 502,167 300,021 • Other Australian 38,300 - 4,941,539 4,834,428 • Other Overseas 143,279 - Total Assets 10,930,215 8,834,909 5,656,165 4,837,289 LIABILITIES Investment Income 350,121 351,713 Current liabilities Other Income 7 9,951 19,937 Trade and other payables TOTAL REVENUE 19,180,296 16,902,462 Other Current Liabilities 14 518,370 199,488 15 501,459 504,847 EXPENDITURE 1,019,829 704,335 International Aid and Development Programs Expenditures: non-Current Liabilities International Programs: Non-Current Provisions 16 100,444 70,721 • Funds to International Programs 10,910,677 9,612,447 Long Term Borrowings 17 1,850,000 1,950,000 • Program Support Costs 1,059,623 1,069,591 1,950,444 2,020,721 11,970,300 10,682,038 Total Liabilities 2,970,273 2,725,056 Community Education 8 771,046 1,049,033 Fundraising costs: NET ASSETS 7,959,942 6,109,853 • Public 1,207,371 1,236,536 EQUITY • Government, Multilaterals & Private 40,781 20,200 Retained earnings 18 4,448,582 2,598,493 1,248,152 1,256,736 Reserves 19 (d) 3,511,360 3,511,360 Accountability and administration 6 3,165,267 3,109,944 Non-Monetary Expenditure 315,060 261,648 TOTAL EQUITY 7,959,942 6,109,853 Total International Aid and Development Programs Expenditure 17,469,825 16,359,399 TOTAL EXPENDITURE 17,469,825 16,359,399

Gain from Sale of Assets - 353,615 Fair value on Foreign Exchange Contracts 139,618 (326,591) EXCESS/(SHORTFALL) OF REVENUE OVER EXPENDITURE 1,850,089 570,087 Other Comprehensive Income - -

TOTAL COMPREHENSIVE INCOME FOR THE YEAR 1,850,089 570,087

50 Transform Aid International 2014/15 Annual Report 51 Financials Financials

Consolidated Statement of Changes in Equity Consolidated Statement of Cash Flow for the year ended 30 June 2015 for the year ended 30 June 2015

General Designated Restricted Funds Funds Funds Reserves TOTAL Notes 19(a) 19(b) 19(c) 19(d) Notes 2015 2014

Balance as 1 July 2013 555,501 132,028 1,355,030 3,511,360 5,553,919 CASH FLOWS FROM OPERATING ACTIVITIES Donations received 12,444,821 11,338,016 Excess/(shortfall) of revenue over Bequests and legacies received 404,178 93,859 expenditures (103,451) 567,440 106,097 - 570,086 Operating grants received 5,559,475 4,788,380 Other comprehensive income Other income received 311,657 353,278 for the year - - - - - Payment to suppliers and employees (5,594,940) (5,622,224) Transfer of funds (14,152) - - - (14,152) Distribution to overseas partners (10,919,813) (9,592,304)

Interest received 48,417 18,373 Balance at 30 June 2014 437,898 699,468 1,461,127 3,511,560 6,109,853

Net cash provided by/(used in) operating activities 2,253,795 1,377,378 Excess/(shortfall) of revenue over expenditures 1,268,219 292,110 289,760 - 1,850,089 CASH FLOWS FROM INVESTING ACTIVITIES Other comprehensive income Net cash receied/(paid for) from property, plant and equipment (123,738) (2,820,004) for the year - - - - - Net cash received/(paid for) from intangible assets (333,040) (49,498) Transfer of funds - - - - -

Net cash provided by/(used in) investing activities Balance at 30 June 2015 1,706,116 991,578 1,750,887 3,511,360 7,959,942 (456,778) (2,869,502)

CASH FLOWS FROM FINANCING ACTIVITIES Net cash received/(repaid to) from NAB secured loans (100,000) 2,050,000

Net cash provided by/(used in) financing activities (100,000) 2,050,000 Table of Cash Movements for Designated Purposes NET INCREASE/(DECREASE) IN CASH HELD 1,697,017 (557,876) for the year ended 30 June 2015 CASH AND CASH EQUIVALENTS AT THE BEGINNING OF YEAR 3,429,878 2,872,002

Cash available Cash raised Cash disbursed Cash available CASH AND CASH EQUIVALENTS AT THE END OF YEAR 9 5,126,895 3,429,878 at beginning during year during year at end of year of year

DFAT Australian NGO Cooperation Program - 3,327,080 (3,327,080) - DFAT Church Partnership Program 55,613 2,091,894 (2,147,507) - Typhoon Haiyan Appeal 608,431 93,756 (702,187) - Solomons Flood Appeal 39,134 2,420 (41,554) - Middle East Appeal - 242,237 (158,738) 83,499 Cyclone Pam Appeal - 461,006 (262,821) 198,185 Nepal Earthquake Appeal - 642,328 (176,388) 465,940 Other Non-Designated Purposes 2,726,700 11,907,827 (10,255,256) 4,379,271

Total 3,429,878 18,768,548 (17,071,531) 5,126,895

52 Transform Aid International 2014/15 Annual Report 53 Financials at a Glance

sourcesNotes to the of consolidated income Financial Statements Source of Income FY2014/15* for the year ended 30 June 2015

Donations & Gifts Monetary 65% NOTE 1 GENERAL INFORMATION AND STATEMENT OF COMPLIANCE Donations & Gifts Non Monetary 2% The financial report includes the consolidated financial statements and notes of Transform Bequests 2% sourcesAid of International income Ltd and its controlled entity (‘Consolidated Group’ or ‘Group’). Australian Government Grants 28% The Group has elected to adopt the Australian Accounting Standards – Reduced Disclosure Other Non-Government Grants 1% Requirements (established by AASB 1053 Application of Tiers of Australian Accounting Investment & Other Income 2% Standards and AASB 2010-2 Amendments to Australian Accounting Standards arising from Reduced Disclosure Requirements).

Total income These financial statements are general purpose financial statements that have been $19,180,296 prepared in accordance with Australian Accounting Standards – Reduced Disclosure Requirements, ACFID Code of Conduct and the Australian Charities and Not-for-profits Commission Act 2012. Transform Aid International Ltd is a not-for-profit entity for the Use of Funds FY2014/15* purpose of preparing the financial statements. The consolidated financial statements for the year ended 30 June 2015 were approved and nd Community Development 34% authorised for issue by the board of Responsible Persons on 2 October 2015. Child Centred Community Development 21% Disaster Management 7% Other Programs Costs 6% NOTE 2 CHANGES IN ACCOUNTING POLICIES Community Education 5% 2.1 New and revised standards that are effective for these financial statements Fundraising 7% A number of new and revised standards are effective for annual periods beginning on or Accountability & Administration 18% use of fundsafter 1 January 2016. Information on these new standards is presented below. Other 2% AASB 9 Financial Instruments Total expenditure AASB 9 supersedes AASB 139 Financial Instruments: Recognition and Measurement. $17,469,825 AASB 9 introduces new requirements for the classification and measurement of financial use of fundsassets and liabilities. These requirements improve and simplify the approach for classification and measurement Responsible Persons’ Declaration of financial assets compared with the requirements of AASB 139. The main changes are: In the opinion of the Responsible Persons’ of Transform Aid International Ltd, the consolidated financial statements a.) Financial assets that are debt instruments will be classified based on: (i) the and notes are in accordance with the Australian Charities and Not-for-Profits Commission Act 2012, including: objective of the entity’s business model for managing the financial assets; and (ii) the characteristics of the contractual cash flows. i. Giving a true and fair view of its financial position as at 30 June 2015 and of its performance for the financial year b.) Allows an irrevocable election on initial recognition to present gains and losses on ended on that date. investments in equity instruments that are not held for trading in other ii. Complying with Australian Accounting Standards - Reduced Disclosure Requirements (including the Australian comprehensive income (instead of in profit or loss). Dividends in respect of these Accounting Interpretations); and the Australian Charities and Not-for-Profits Commission Regulation 2013. investments that are a return on investment can be recognised in profit or loss and iii. There are reasonable grounds to believe that Transform Aid International Ltd will be able to pay its debts as and there is no impairment or recycling on disposal of the instrument. when they become due and payable. c.) Introduces a ‘fair value through other comprehensive income’ measurement category for particular simple debt instruments. Signed in accordance with a resolution of the Responsible Persons: d.) Financial assets can be designated and measured at fair value through profit or loss overseasat initial programsrecognition if doing so eliminates by or significantly outcome reduces a measurement area or recognition inconsistency that would arise from measuring assets or liabilities, or recognising the gains and losses on them, on different bases. e.) Where the fair value option is used for financial liabilities the change in fair value is to be accounted for as follows: Michael Turnbull  the change attributable to changes in credit risk are presented in Other Chair overseas Comprehensiveprograms Income (‘OCI’) by outcome area Dated the 2nd day of October 2015

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A copy of the complete Financial Report is available on request from the Finance Manager, Transform Aid International Ltd. *These graphs are derived from figures in the Consolidated Statement of Profit and Loss and Other Comprehensive Income.

54 Transform Aid International 2014/15 Annual Report 55

 the remaining change is presented in profit or loss accounts and the expenses are attached to Community Education. This classification has been applied correctly for both FY2015 and FY2014 comparatives. If this approach creates or enlarges an accounting mismatch in the profit or loss, the effect of the changes in credit risk are also presented in profit or loss. Otherwise, the following requirements have generally been carried forward unchanged NOTE 4 SUMMARY OF ACCOUNTING POLICIES from AASB 139 into AASB 9: 4.1 Overall considerations  classification and measurement of financial liabilities; The significant accounting policies that have been used in the preparation of these  derecognition requirements for financial assets and liabilities. consolidated financial statements are summarised below. AASB 9 requirements regarding hedge accounting represent a substantial overhaul of The consolidated financial statements have been prepared using the measurement bases hedge accounting that enable entities to better reflect their risk management activities in specified by Australian Accounting Standards for each type of asset, liability, income and the financial statements. expense. The measurement bases are more fully described in the accounting policies Furthermore, AASB 9 introduces a new impairment model based on expected credit losses. below. This model makes use of more forward-looking information and applies to all financial 4.2 Basis of consolidation instruments that are subject to impairment accounting. The Group financial statements consolidate those of Transform Aid International Ltd. and Based on Transform Aid International Ltd’s assessment, as the adoption of this new its fully owned subsidiary, Baptist World Aid Australia Ltd as of 30 June 2015. All standard only occurs in 30 June 2019, there is no material impact on the transactions and transactions and balances between the Group companies are eliminated on consolidation, balances recognised in the financial statements ending 30 June 2015. including unrealised gains and losses on transactions between Group Companies. Amounts reported in the financial statements of Subsidiaries have been adjusted to ensure consistency with the accounting policies adopted by the Group. NOTE 3 RESTATEMENT OF COMPARATIVE FIGURES 4.3 Revenue recognition During the current reporting period, the Group has amended the comparative figures within the Statement of Profit or Loss and Other Comprehensive Income as well as the Statement Revenue is recognised to the extent that it is probable that the economic benefits will flow of Cash Flows. The Group has concluded that this amendment has resulted in a ‘correction to the Group and the revenue can be reliably measured. of prior period errors’ in accordance with AASB 108 Accounting Policies, Changes in i. Donations and fundraising Accounting Estimates and Errors. The classifications made in the year ended 30 June 2014 The Group recognises amounts donated or raised on behalf of the Group as income were incorrect and as a result, the changes were made for the year ended 30 June 2015 for only when they are received by the Group. the retrospective changes. The Group has concluded that these changes does not change

the overall result of the financial report however it has been adjusted to provide a more ii. Grants reliable financial report. Grant revenue is recognised in the statement of profit or loss when the Group obtains The first change to the Statement of Profit or Loss and Other Comprehensive Income was control of the grant and it is probable that the economic benefits gained from the made to reclassify investment income that was initially offset against project expenditure. grant will flow to the Group and the amount of the grant can be measured reliably. If The Group has reported investment income of $350,121 for FY2015 as a separate revenue conditions are attached to the grant which must be satisfied before it is eligible to line item as a retrospective restatement. Correspondingly, the investment income for receive the contribution, the recognition of the grant as revenue will be deferred until FY2014 is now disclosed as $351,713. This change was necessitated given that the those conditions are satisfied. investment income earned on foreign currency exchange contracts has no relation to the When grant revenue is received where the Group incurs an obligation to deliver various projects and hence the amendment distinguishes the nature of the investment economic value directly back to the contributor, this is considered a reciprocal income within the financial statements. transaction and the grant revenue is recognised in the statement of financial position as a liability until the service has been delivered to the contributor, otherwise the In addition, the Group has included a restatement within the Statement of Cash Flows. In grant is recognised as income on receipt. FY2014, the purchase of property, plant and equipment of $4.1m only relates to the

purchase of buildings and was presented within Cash Flows from Investing Activities. Other iii. Interest and Dividends cash flows relating to the remaining property, plant and equipment were disclosed within Interest and dividends are recognised when received/receivable. Cash Flows from Operating Activities. The Group has concluded that a retrospective restatement is required to reflect reliable information about the transactions made during All revenue is stated net of the amount of goods and services tax (GST). the financial periods. Accordingly, all transactions made with the proceeds and/or 4.4 Cash and cash equivalents purchases of property, plant and equipment shall be disclosed within ‘Cash Flows from Investing Activities’. Cash includes cash on hand, deposits held at call with banks, and other short-term highly liquid investments. The final reclassification made was in relation to ‘Community Education’ and ‘Fundraising Costs – Public’. The classification error came about as a result of the change in the chart of

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56 Transform Aid International 2014/15 Annual Report 57

4.5 Prepayments 4.8 Impairment of non-current assets In order to facilitate program continuity over the year end period, a number of payments Cash-generating units to which goodwill has been allocated (determined by the Group’s are made to overseas partners towards the following financial year's activities. These management as equivalent to its operating segments) are tested for impairment at least payments are separated in the accounts and included under other financial assets in the annually. All other individual assets or cash-generating units are tested for impairment current financial year. whenever events or changes in circumstances indicate that the carrying amount may not be recoverable. In some cases, a partner may have been unable to fully acquit project funds by the end of the financial year. These funds are also included under other financial assets and are At each reporting date, the Group reviews the carrying values of its assets to determine expected to be fully acquitted in the following financial year. whether there is any indication that those assets have been impaired. If such an indication exists, the recoverable amount of the asset, being the higher of the asset's fair value less 4.6 Fixed assets/property, plant and equipment costs to sell and value in use, is compared to the asset's carrying value. Any excess of the Property, plant and other equipment (comprising fittings and furniture) are initially asset's carrying value over its recoverable amount is expensed to the statement of profit or recognised at acquisition cost, including any costs directly attributable to bringing the loss. assets to the location and condition necessary for it to be capable of operating in the 4.9 Employee benefits manner intended by the Group’s management. i. Wages and salaries Property, plant and other equipment are subsequently measured using the cost model, cost Liabilities for wages and salaries, including non-monetary benefits, expected to be less subsequent depreciation and impairment losses. settled within 12 months of the reporting date are recognised in respect of Depreciation is recognised on a straight-line basis to write down the cost less estimated employees' services up to the reporting date and are measured at the amounts residual value of buildings, plant and other equipment. The following useful lives are expected to be paid when the liabilities are settled. applied: ii. Long service leave  property: 40 years The liability for long service leave is recognised and measured at the present value of  furniture and fittings: 6-8 years the estimated cash flows to be made in respect of all employees at the reporting  computer hardware: 4 years date. In determining the present value of the liability, estimates of attrition rates and  motor vehicles: 6-7 years pay increases through promotion and inflation have been taken into account.  office equipment: 5-6 years Gains or losses arising on the disposal of property, plant and equipment are determined as iii. Annual Leave the difference between the disposal proceeds and the carrying amount of the assets and Short-term employee benefits are current liabilities included in employee benefits, are recognised in profit or loss within other income or other expenses. measured at the undiscounted amount that the Group expects to pay as a result of the unused entitlement. Annual leave is included in ‘other long-term benefit’ and 4.7 Intangible assets discounted when calculating the leave liability as the Group does not expect all annual leave for all employees to be used wholly within twelve (12) months of the end Acquired intangible assets of reporting period. Annual leave liability is still presented as current liability for Acquired computer software licences are capitalised on the basis of the costs incurred to presentation purposes under AASB 101 Presentation of Financial Statements. acquire and install the specific software. iv. Superannuation Subsequent measurement The Group provides post-employment benefits through defined contribution plans. All intangible assets are accounted for using the cost model whereby capitalised costs are Amounts charged to the income statement in respect of superannuation represent amortised on a straight-line basis over their estimated useful lives, as these assets are the contributions paid or payable by the Group to the employees' superannuation considered finite. Residual values and useful lives are reviewed at each reporting date. In funds. addition, they are subject to impairment testing as described in Note 3.8. The following 4.10 Income Tax useful lives are applied: Transform Aid International Ltd is a Public Benevolent Institution and is exempt from  Software: 3-5 years Income Tax pursuant to section 50-5, item 1.1 of the Income Tax Assessment Act 1997. Amortisation has been included within depreciation and amortisation. 4.11 Financial instruments Subsequent expenditures on the maintenance of computer software and brand names are Recognition, initial measurement and derecognition expensed as incurred. Financial assets and financial liabilities are recognised when the Group becomes a party to When an intangible asset is disposed of, the gain or loss on disposal is determined as the the contractual provisions of the financial instrument, and are measured initially at fair value difference between the proceeds and the carrying amount of the asset, and is recognised in adjusted by transactions costs, except for those carried at fair value through profit or loss, profit or loss within other income or other expenses. which are initially measured at fair value. Subsequent measurement of financial assets and

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58 Transform Aid International 2014/15 Annual Report 59

financial liabilities are described below. carried subsequently at fair value with gains or losses recognised in profit or loss. Financial assets are derecognised when the contractual rights to the cash flows from the All interest-related charges and, if applicable, changes in an instrument’s fair value that are financial asset expire, or when the financial asset and all substantial risks and rewards are reported in profit or loss are included within finance costs or finance income transferred. A financial liability is derecognised when it is extinguished, discharged, cancelled or expires. 4.13 Deferred income The liability for deferred income is the unutilised amounts of grants received on the 4.12 Classification and subsequent measurement of financial assets condition that specified services are delivered or conditions are fulfilled. The services are For the purpose of subsequent measurement, financial assets other than those designated usually provided or the conditions usually fulfilled within twelve (12) months of receipt of and effective as hedging instruments are classified into the following categories upon initial the grant. recognition: Where the amount received is in respect of services to be provided over a period that  loans and receivables exceeds twelve (12) months after the reporting date or the conditions will only be satisfied  financial assets at fair value through profit or loss (‘FVTPL’) more than twelve (12) months after the reporting date, the liability is discounted and presented as non-current. The category determines subsequent measurement and whether any resulting income and expense is recognised in profit or loss or in other comprehensive income. 4.14 Goods and Services Tax (GST) All financial assets except for those at FVTPL are subject to review for impairment at least Revenues, expenses and assets are recognised net of the amount of GST, except where the at each reporting date to identify whether there is any objective evidence that a financial amount of GST incurred is not recoverable from the Tax Office. In these circumstances the asset or a group of financial assets is impaired. Different criteria to determine impairment GST is recognised as part of the cost of acquisition of the asset or as part of an item of the are applied for each category of financial assets, which are described below. expense. Receivables and payables in the statement of financial position are shown inclusive of GST. All income and expenses relating to financial assets that are recognised in profit or loss are presented within finance costs or finance income, except for impairment of trade Cash flows are presented in the statement of cash flows on a gross basis, except for the receivables which is presented within other expenses. GST components of investing and financing activities, which are disclosed as operating cash flows. Loans and receivables Loans and receivables are non-derivative financial assets with fixed or determinable 4.15 Significant management judgement in applying accounting policies payments that are not quoted in an active market. After initial recognition, these are When preparing the financial statements, management undertakes a number of measured at amortised cost using the effective interest method, less provision for judgements, estimates and assumptions about the recognition and measurement of assets, impairment. Discounting is omitted where the effect of discounting is immaterial. The liabilities, income and expenses. Group’s cash and cash equivalents, trade and most other receivables fall into this category of financial instruments. Estimation uncertainty Individually significant receivables are considered for impairment when they are past due or Information about estimates and assumptions that have the most significant effect on when other objective evidence is received that a specific counterparty will default. recognition and measurement of assets, liabilities, income and expenses is provided below. Receivables that are not considered to be individually impaired are reviewed for Actual results may be substantially different. impairment in groups, which are determined by reference to the industry and region of a Impairment counterparty and other shared credit risk characteristics. The impairment loss estimate is then based on recent historical counterparty default rates for each identified group. In assessing impairment, management estimates the recoverable amount of each asset or cash-generating unit based on expected future cash flows and uses an interest rate to Financial assets at FVTPL discount them. Estimation uncertainty relates to assumptions about future operating Financial assets at FVTPL include financial assets that are either classified as held for results and the determination of a suitable discount rate. trading or that meet certain conditions and are designated at FVTPL upon initial Useful lives of depreciable assets recognition. Management reviews its estimate of the useful lives of depreciable assets at each reporting Assets in this category are measured at fair value with gains or losses recognised in profit date, based on the expected utility of the assets. Uncertainties in these estimates relate to or loss. The fair values of financial assets in this category are determined by reference to technical obsolescence that may change the utility of certain software and IT equipment. active market transactions or using a valuation technique where no active market exists. Long Service Leave Classification and subsequent measurement of financial liabilities The liability for long service leave is recognised and measured at the present value of the The Group’s financial liabilities include borrowings and trade and other payables. estimated cash flows to be made in respect of all employees at the reporting date. In Financial liabilities are measured subsequently at amortised cost using the effective interest determining the present value of the liability, estimates of attrition rates and pay increases method, except for financial liabilities held for trading or designated at FVTPL, that are through promotion and inflation have been taken into account.

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NOTE 5 NATURE AND OBJECTS OF ORGANISATION On the 18th April 2013, Australian Baptist World Aid Inc. changed its legal status from an incorporated association to a company structure and subsequently received approval from the Australian Government as a Deductible Gift Recipient (DGR). Transform Aid International Ltd commenced operations under the new company structure from 23rd July 2013. Baptist World Aid Australia Ltd, a wholly-owned subsidiary of Transform Aid International Ltd, was established and registered as a Charity organisation on the 8th of August 2013.

NOTE 6 NON MONETARY GIFTS AND DONATIONS The work of Transform Aid International Ltd is supported by a large number of volunteers each year. The contributions from volunteers, through regular mail opening, screening of children's mail, book-keeping, project assistance, etc. mean that the Group is able to deliver a greater proportion of cash donations directly to its field projects. During the year ended 30 June 2015, 12,605 volunteer hours were provided to the Group by 84 volunteers (FY2014: 10,504 hours provided by 95 volunteers) at a commercial value of $315,060 (FY2014: $261,648). Of this amount $42,684 is considered recognised development expenditure for the purpose of assessing the Group's entitlement for Government funding (FY2014: $28,570).

NOTE 7 OTHER INCOME Total other income for the year is $9,951 (FY2014: $19,937). The balance represents income from deputations and resource sales.

NOTE 8 COMMUNITY EDUCATION Community Education expenditure includes both Transform Aid International Ltd’s component and a contribution to Micah Challenge which is a coalition of different Christian denominations and Christian Aid & Development agencies to address the problem of poverty through advocacy and education. Of the total amount of $771,046 (FY2014: $1,049,033), $723,187 (FY2014: $974,250) classified as Recognised Development Expenditure, $47,859 (FY2014: $74,783) (incurred by Micah Challenge) will not be classified as development expenditures as it has fundraising elements on its activities. The comparatives have also been adjusted for this reclassification.

2015 2014

NOTE 9 CASH AND CASH EQUIVALENTS The cash and cash equivalents amount in the balance sheet is represented by:  Cash at bank 2,814,264 2,910,811  Cash on hand 6,145 3,936  Cash on restricted accounts - 212,448

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Child Centred62 Community Development Program, PNG, 2015. Transform Aid International 2014/15 Annual Report 63

2015 2014 NOTE 12 FIXED ASSETS

Fixed assets movements during the year were as follows:  Cash on short-term deposits 2,306,486 302,683 5,126,895 3,429,878 WDV* at Additions/ Disposals/ Revaluation/ WDV at 1/07/2014 Transfers Write off (Depreciation) 30/06/2015

NOTE 10 ACCOUNTS RECEIVABLE Accounts receivable amount in the balance sheet is represented by: Buildings 4,107,035 - - 105,069 4,001,966 Computer hardware 114,830 69,520 - 51,619 132,731  Accounts receivable 6,869 4,027 Furniture and fittings 145,808 7,638 - 25,292 128,154  Grants receivable from partners 41,077 - Office equipment 16,801 1,031 - 7,033 10,799 47,946 4,027 Motor vehicles 149,933 136,464 84,250 36,425 165,722

NOTE 11 OTHER CURRENT ASSETS 4,534,407 214,653 84,250 225,438 4,439,372 Other current assets amount in the balance sheet is represented by: For depreciation policy refer note 3.6 * WDV = written down value  Un-acquitted travel 703 24,752  Sundry debtors 9,173 3,273  Prepaid corporate card 12,305 7,149 NOTE 13 OTHER NON-CURRENT ASSETS  Project prepayments 639,118 519,667  Prepaid expenses 4,625 7,265 WDV* at Additions/ Disposals/ Amortisation/ WDV at  GST paid 80,153 4,470 1/07/2014 Transfers Write off Depreciation 30/06/2015  Provision on FEC contracts 67,758 - 813,835 566,576 Restricted loan – 3,000 (3,000) - - - lifetime sponsorships

Capital works in - 130,655 - - 130,655 progress

Computer software 297,021 202,385 - 127,894 371,512

301,021 330,040 - 127,894 502,167

For depreciation policy refer note 3.7 * WDV = written down value

2015 2014

NOTE 14 TRADE AND OTHER PAYABLES

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

 Accounts payables 352,479 74,489  Accruals/other short-term liability 140,669 107,326  Replacement of project vehicles 25,222 17,673

518,370 199,488

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2015 2014 2015 2014

(b) Designated Funds NOTE 15 OTHER CURRENT LIABILITIES NCDP community based rehabilitation project - 10,667 Other current liabilities amount in the balance sheet is represented by: Matching grants fund 826,156 639,212 Orphans and vulnerable children fund 112,044 -  Provision on FEC contracts - 71,860 Emergency assistance to refugees project 2,929 4,541  Sponsors’ loans - 3,000 Freeset project - 14,933  NAB secured loan (current portion) 100,000 100,000 Raptipari CH&D project 10,856 30,057  Un-acquitted government grants - 55,612 Ethnic community prevention project 39,593 -  GST collected 12,013 203 Disaster action fund - 58  Purchasing card payable 24,544 - 991,578 699,468  PAYG/HECS withheld 42,000 -  Annual leave provision 295,872 244,597  Long service leave provision (current portion) 23,974 24,575 (c) Restricted Funds  Employment liabilities - 5,000 Sponsorship funds 881,055 813,563  Employee car liability 3,056 - Typhoon Haiyan projects - 580,875 501,459 504,847 Solomon Islands flash flood project 33,447 66,689 Middle east crises projects 146,028 - Cyclone PAM projects 224,223 - NOTE 16 NON-CURRENT PROVISIONS Nepal earthquake projects 466,134 - Non-current provisions amount in the balance sheet is represented by: 1,750,887 1,461,127

 Long service leave provisions (long-term) 100,443 70,720 (d) RESERVES 100,443 70,720 Reserves 3,511,360 3,511,360

3,511,360 3,511,360 NOTE 17 LONG TERM BORROWINGS NOTE 20 FOREIGN CURRENCY Non-current provisions amount in the balance sheet is represented by: The Group also holds a small amount of foreign currencies for use by staff when travelling  NAB secured loan (long-term) 1,850,000 1,950,000 to overseas programs. 1,850,000 1,950,000 All assets denominated in foreign currencies have been restated in the accounts at their Australian dollar equivalents as at 30th June 2015. Resulting gains or losses have been NOTE 18 RECONCILIATION OF TOTAL FUNDS recognised in determining the reported excess/shortfall recorded in the income statement. Opening balance 2,598,493 2,042,558 Surplus for the year 1,850,089 570,087 NOTE 21 CONTROLLED ENTITIES Transfer of funds – Bangladesh office - (14,152) Closing balance 4,448,582 2,598,493 Baptist World Aid Australia Ltd (Company Limited by Guarantee) A.B.N: 86 164 099 736

NOTE 19 FUNDS AND RESERVES Baptist World Aid Australia Public Ancillary Fund FUNDS A.B.N: 77 507 629 093 (a) General Funds The above entities are controlled by Transform Aid International Ltd, with the same Registered Office as Transform Aid International Ltd. Community development fund 638,432 437,898 Non-deductible giving fund 67,684 - - Where needed most fund 1,000,000 1,706,116 437,898

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66 Transform Aid International 2014/15 Annual Report 67

2015 2014 2015 2014

NOTE 22 RELATED PARTY TRANSACTIONS NOTE 27 PARENT ENTITY INFORMATION During the year, Transform Aid International Ltd received donations fundraised from (a) STATEMENT OF PROFIT OR LOSS AND OTHER COMPREHENSIVE INCOME Baptist World Aid Australia Public Ancillary Fund. Revenue 8,098,635 5,705,299 Expenditure 17,412,122 16,319,841 Distribution received from Baptist World Aid 11,145,111 11,184,630 Surplus/(loss) for the year (9,295,022) (10,614,541) Australia Public Ancillary Fund 11,145,111 11,184,630 (b) STATEMENT OF FINANCIAL POSITION

Current assets 5,978,688 3,999,681 NOTE 23 KEY MANAGEMENT PERSONNEL Non-current assets 4,941,538 4,834,427 Key management personnel refer to the Board of Directors and members of senior Total assets 10,920,226 8,834,108 management who have the authority and responsibility to plan, direct and control the Current liabilities 1,009,842 703,535 activities of the Group. All the directors with the exception of the CEO, act in an honorary Non-current liabilities 1,950,443 2,020,720 capacity and receive no paid compensation for their services. The CEO is remunerated as Total liabilities 2,960,285 2,724,255 part of the senior management group of Transform Aid International Ltd. Total funds 7,959,942 6,109,853

Total key management personnel compensation 568,685 629,023 NOTE 28 OTHER DISCLOSURE 568,685 629,023 No revenue or expenditure was received or spent for International Political or Religious Proselytisation Programs. NOTE 24 CONTINGENT LIABILITIES At the end of the financial year, Transform Aid International Ltd had no balances in the There have been no contingent liabilities incurred by the Group for the years 2015 and inventories, assets held for sale and other financial liabilities categories. 2014.

NOTE 25 POST-REPORTING DATE EVENTS

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

NOTE 26 MEMBER’S GUARANTEE The Company is incorporated under the Corporations Act 2001 and is a Company Limited by Guarantee. If the Company is wound up, the constitution states that each member is required to contribute a maximum $10 each towards meeting any outstanding obligations of the entity. At 30 June 2015, the total amount that members of the Company are liable to contribute if the Company wound up is $110 (2014: $110).

TRANSFORM AID INTERNATIONAL LTD | 2014-2015 FINANCIAL STATEMENTS 22 TRANSFORM AID INTERNATIONAL LTD | 2014-2015 FINANCIAL STATEMENTS 23

68 Transform Aid International 2014/15 Annual Report 69 Transform Aid International Ltd commenced operations under the new company structure from 23 July 2013 (ABN 63 430 709718). Additionally a wholly owned subsidiary was established, namely Baptist World Aid Australia Ltd, to continue and expand its Australian operations. Transform Aid International Ltd is the aid and development agency for Australian Volunteers started this organisation and to this day are a vital part of what we Baptist Ministries and operates as a company limited by guarantee with do. Each and every day our volunteers serve us faithfully, giving their time, its own Board. energy and passion! Transform Aid International Ltd is a registered charity with the Australia Charities and Not-For-Profits adheres to the requirements of the This financial year we had 84 wonderful people volunteering with Volunteers Service Commission, it operates nationally us at some point in time. Together, they volunteered for over same Code. A copy of ACFID’s Code Hugh Morgan 5 years and holds fundraising licences in all 12,500 hours! Our volunteers assist with a vast variety of tasks, of Conduct can be obtained from Janet Poole 6 years Australian states where legislation volunteering across all departments from MarComms to Finance, www.acfid.asn.au. If you believe that Claire Mercer 7 years requires it to do so. Licences are held Business to Programs and Advocacy. They enrich our ability to Be Transform Aid International Ltd or Betty Helm 9 years under the following numbers: South Love to those we serve living in poverty across Asia, Africa, the Baptist World Aid Australia Ltd have John Helm 9 years Australia: CCPccp934; Victoria: Pacific and the Middle East. breached the Code of Conduct, you Shirley Marx 11 years 10918.12; Western Australia: 20417 can lodge a complaint with ACFID On behalf of everyone here at Transform Aid International and Els Gell 17 years and Tasmania: FIA-173. Transform either on their website or to the Baptist World Aid Australia,, we thank you! Graham Shute 18 years Aid International Ltd is an approved ACFID Code of Conduct Committee, Hazel Shute 21 years Deductible Gift Recipient (DGR). Private Bag 3, Deakin, ACT 2600. Allan Smith 22 years Transform Aid International Ltd If you wish to lodge a complaint Heather Martin 26 years engages the services of the with Transform Aid International Ray Martin 33 years! National Australia Bank, Grant Ltd or Baptist World Aid Australia Thornton auditors and Church Ltd, please write to the Supporter and Grace solicitors. Transform Engagement Manager, Locked Bag Aid International Ltd has official 2200, North Ryde BC, NSW 1670. accreditation from Department of The Complaints Handling Policy Foreign Affairs and Trade (DFAT) and the ability to lodge a complaint which enables the organisation to are also available on our websites, receive government funds for its www.transformaid.org or www. programs. We acknowledge not only baptistworldaid.org.au. the funds, but the care and support Transform Aid International Ltd is a of key government staff in our work member of the Integral Alliance, a together. global consortium of Christian aid Transform Aid International Ltd and development agencies with is a compliant signatory of the presence in 85 countries. Australian Council For International Photographs have been taken by Development’s (ACFID) Code of Transform Aid International Ltd staff, Conduct. Baptist World Aid Australia partners and associates in Africa, Ltd, as a wholly owned subsidiary Asia and the Pacific unless otherwise Thank you! of Transform Aid International Ltd, indicated.

70 Transform Aid International 2014/15 Annual Report 71 Transform Aid International Locked Bag 2200 North Ryde NSW 1670 Australia Phone: 1300 789 991 International: +61 2 9451 1199 Fax: +61 2 9452 4720 [email protected] Transform Aid International Ltd ABN 63 430 709 718 72 Transform Aid International