1. Global Field Operations Support Team GFO Support Team O peration January 2013 NE rganisation

2. Global Field Operations Support Team One Operations – One Organisation Table of Contents 1.Purpose 2.Scope 3.Drivers for Change 4.Desired State by FY16 5.Added value for our primary customers 6.Five Key Principles 7.Evolving roles of entities in the value cycle by the end of FY15 8.Plan ahead to operationalise the directions 2

3. Global Field Operations Support Team One Operations – One Organisation The Purpose Articulate the vision of NOs, ROs, GC and SO–IPG units in the Partnership on working together in a seamless and mutually accountable manner Provide broad guidance to NOs, ROs and IPG units on all of their respective roles Enable contextual application in different entities, not a “one size fits all” Communicate to organisation on how to support and interact with operations 3

4. Global Field Operations Support Team One Operations – One Organisation Long-term, local-level development programmes are supported by different revenue streams Including grants from public and private sources, child sponsorship and private non-sponsorship sources are included in the scope. The Scope Out of Scope for the First Phase: ministry/programming models such as advocacy campaigns, large scale HEA response, MFI, etc. 4

5. Global Field Operations Support Team One Operations – One Organisation Drivers for Change Building on current direction and changes in the Partnership Dynamic changes to our work context Based on new models that bring donors and communities closer together A more agile, innovative, accountable, and empowered NO to make decisions To maximise our value as a large global organisation To best use of our resources Improved Line Management capacity Clarity of roles and responsibilities Growing field capacity and improved performance by the NOs CWB Targets that provide focus and alignment IPG units to be more strategic in the quality of services offered to NOs 5

6. Global Field Operations Support Team One Operations – One Organisation Desired State by FY16 6 Serve and add value to our two primary customers; communities and donors Clear expectations on programme quality and programme results Better clarity around roles and expectations on programme quality Increased cost efficiency without duplication or redundancy All Entities Empowered NOs can make decisions quickly NOs and ROs undertake assure programme quality SOs have access to timely, accurate and trustworthy information Contribution to child well-being is reported at every level Line Management (NO, RO, SO) Programmes are identified by their programming approaches and contexts Strategic technical services are focused at the portfolio level Provide exception monitoring and support to specific NOs Strategic partners and collaborators with the NOs SO IPGs

7. Global Field Operations Support Team One Operations – One Organisation Our Customers Added Value for our Primary Customers 7 The Community Our Donors World Vision’s Value Better delivery on CWBBetter delivery on CWB Better delivery on donor promiseBetter delivery on donor promise Increased donor acquisitionIncreased donor acquisition Better clarity of expectationsBetter clarity of expectations

8. Global Field Operations Support Team One Operations – One Organisation Five Key Principles 8

9. Global Field Operations Support Team One Operations – One Organisation Evolving roles of entities in the value cycle by the end of FY15 9 Global Centre (This is not an exhaustive list of roles and responsibilities of each entity mentioned here, but only those roles that are relevant to the topic)

10. Global Field Operations Support Team One Operations – One Organisation Plan ahead to operationalise the directions 10 Enable common understanding, support and ownership 11 SO IPG units to develop and implement contextual change plans 22 Help NOs improve organisational capacity and performance in quality 33 Define quality assurance by the Line Management 44 Develop and implement business processes, systems and standards that support the change processes 55