Report On World Vision Australia Operations And Strategies

Long-term goals of the World Vision Australia

World Vision is an organization that operates worldwide to deliver support for the betterment and the development of the communities across the world and World Vision Australia is a branch of this organization that is incorporated in Australia. The mission of this organization is to help the poor children to get decent life along with the earnest cooperation of the supporters as well as employees of the organization(worldvision.com, 2017).

• The long term goals of the organization are as follows:
• Contribution to the sustained well being of around 100 million children
• To engage around 1 million supports with the organization that will strengthen the operation of the organization
• To strengthen the resource base
• To enhance the rate of employee retention as well as degree of employee engagement with the organization(worldvision.com, 2017)

The stakeholders of the organization are the supporters and the clients of the organization are those who receive welfare service of the organization. In other word the stakeholders of the company are the individuals or groups who could be affected by the o operations of the organization(Worldvision.com.au, 2008).The individuals or the groups who could by their own actions affect the operations of the organization are also considered as the stakeholders of the company. Each of the group of stakeholders deliver invaluable contribution to the sustainability of the operations through their interaction with the organization .In brief the range of stakeholders of the organization includes the donors, supporters, partners, suppliers, staff, volunteers, the community at large, target communities and government. Each of these stakeholders add value to the issue of sustainability in their own unique was. For example, the donors are having stake in the company as they are contributing the fund to the organization with a trust that it will be used for improving the wellbeing of a poor child. Supporters, suppliers and volunteers are also having stake to the organization as they are putting their effort in free of cost for the organization with the perception that the organization will be able to do good for the poor children(worldvision.com, 2017).

The following perspective is to be focused and perused by the organization to add efficiency to the overall operation of the organization.

Under the “Financial Growth Perspective” the organization has to take every other initiative to enhance the resource base or the overall revenue earning capacity of the organization

Under the “Beneficiary Perspective” the organization has to decide that how much cost they have to incur for building a strong network of employees and supporters who will gather fund and distribute fund among the different wellbeing programs in a most efficient manner so that maximum possible needy children can be served (Chia et al.,2009).

“Internal Process Perspective” requires that how employees can be motivated so that they can gather maximum monetary and non-monetary resources. Besides training will also be given to the employees so that they can reduce the overhead operation al cost and can make the most efficient distribution of resources among the different welfare program(Kaplan, 2009).

Focus should also be given to the “Learning & Growth Perspective” in order to take meaningful initiative so that the employees can get the scope of growing and learning and also get suitable additional benefit for their work. All that will enhance the employee engagement as well as employee retention with the organization.

Besides better supporting experience has to be delivered to the supporters through the different touch points of website, call centre and retail outlets to increase the degree of engagement with the organization(Worldvision.com.au, 2008).

The balanced scorecard (BSC) is a strategy performance management tool which translates strategic goals of the organization into a set of performance objectives. Once the objectives (perspectives) are identified then they are measured, monitored and altered if needed to ensure that the organization can certainly meet strategic goals that are already set by the organization. In this report the balance score card has been prepared in order to compare the actual performance with the targeted performance that is required to fulfil the targets set by the organization by 2021 with respect to the following perspectives(Niven,2011).

• Financial Growth Perspective
• Beneficiary Perspective
• Internal Process Perspective
• Learning & Growth Perspective

	Years of comparison
	2016	2015	Target(As per 2021)	Actual Growth rate score	required Target Growth rate score	Actions to be taken
Financial Growth perspective
	million	million	million
Total revenue	435	424	1000	3%	130%	Measures to be taken for enhancing the collection of income from the non-monetary sources
Beneficiary Perspective			million
contribution to well being of children	76.7	65.5	100	17%	30%	Stronger network building initiative is needed  to reach to the poverty stricken needy children of different Geographical region
Internal Process Perspective
Growth of cash income	314.4	335.2		-6%
Growth of non-monetary income	120.7	89.2		35%
Resource Utilization with respect to overhead	79.6	91.6	100	-13%	26%	A little more efficiency is needed for fund disbursement
Fund disbursement with respect to program	350.2	351.5	1000	0%	186%	A huge amount of resources are to be gathered And channelized for fulfilling the target fund disbursement with respect to firms
Learnning & Growth Perspective
Total Employee	652	524	2000	24%	207%	Proper training , opportunity and benefits to be offered for enhancing the employee retention
Staff turn over	15.90%	18.70%
Supporters	4,50,000	4,00,000	10,00,000	13%	122%	Initiatives to be taken for improving supporter experiences through all the touch points of the organization such as website, call centre and retail retails. Measures should be taken to improve to improve the types of content to be  provide to the supporters so that they can attract more new supporters (worldvision.com, 2017)

A strategy map is the diagrammatic representation of the interrelationship of the perspective or the objectives which an organization has to peruse to fulfil the strategic goals of the organization. The above strategy map describes that the organization World Vision Australia should strengthen the perspectives of employee satisfaction and the retention rate of the employees to enhance the collection of cash fund and to add efficiency to disbursement of funds with respect to the child welfare programs (Banker et al.,2011). The objectives of internal process are to be improved to strengthen the resource base of the organization which in turn will help the organization to serve a larger number of children to improve their standard of living.Issues to be addressed with respect to the implementation of the balanced scorecard in World Vision Australia

The following issues are to be addressed while implementing the balance scorecard:

• The issue of cost (which the organization has to bear)of training and delivering benefits to the employees to keep them satisfied
• To gather more and more supporters and to engage the supporters so that they fill that they are a part of the organization
• The issue of identifying additional sources of non-momentary funds
• To control the cost related to the overhead operations of the business
• To develop a strong network of supporters and volunteers so that financial help can be sent to the families of the poor children who are living in desolate geographical locations(com, 2017)

Conclusion:

From the above analysis it can be said that if World Vision Australia wants to fulfil their targets, then the organization should develop a strong  base of employers and supporters who will not only help the organization to raise more funds but will also lead to most effective utilization or disbursement of those funds for the purpose of the improvement of the well being of the poor children.

References:

Niven, P.R., 2011. Balanced scorecard: Step-by-step for government and nonprofit agencies. John Wiley & Sons.

Chia, A., Goh, M. and Hum, S.H., 2009. Performance measurement in supply chain entities: balanced scorecard perspective. Benchmarking: An International Journal, 16(5), pp.605-620.

Kaplan, R.S., 2009. Conceptual foundations of the balanced scorecard. Handbooks of management accounting research, 3, pp.1253-1269.

Banker, R.D., Chang, H. and Pizzini, M., 2011. The judgmental effects of strategy maps in balanced scorecard performance evaluations. International Journal of Accounting Information Systems, 12(4), pp.259-279.

worldvision.com. (2017). Annual Report 2016. [online] Available at: https://www.worldvision.com.au/docs/default-source/annual-reports/wv-annual-reports/annual-report-2016.pdf [Accessed 11 Oct. 2017].

Worldvision.com.au. (2008). CitTowards Sustainability A World Vision Australia Accountability Initiative. [online] Available at: https://www.worldvision.com.au/docs/default-source/publications/climate-change/towards-sustainability—a-world-vision-australia-accountability-initiative-issue-1.pdf?sfvrsn=6 [Accessed 11 Oct. 2017].