A woman in a brightly coloured scarf peers through coffee bean bushes on either side of her.

Annual Report 2022-23

Reporting on ACFID’s activities to ensure transparency and accountability


ACFID is the peak body for Australian NGOs involved in international development and humanitarian action.


ACFID works and engages with a range of strategic partners in addition to our members.


ACFID is governed by its Board, ACFID Council, and various expert and governance committees.


A line of ladies in colourful outfits cheer and dance joyously.

Conference 2023

disruptive dynamics, inspired ideas

18-19 October 2023

Meet our Members

The ACFID membership is comprised of Australian NGOs that actively work in the international aid and development sector.

Become a member

Joining ACFID means joining an experienced and powerful mix of like-minded organisations committed to good international development practice.

Membership types & fees

ACFID has two types of organisational membership: Full Membership and Affiliate Membership.

State of the Sector

The State of the Sector Report provides a comprehensive and robust analysis of the state of the Australian aid and development sector.

NGO Aid Map

ACFID’s NGO Aid Map allows the Australian public and stakeholders to explore the work of ACFID Members around the world.

Development Practice Committee

The DPC is an expert advisory group of development practitioners leading good practice within the sector.

Our Focus

Four men paint a colourful mural

Federal Budget 23-24 Analysis

Facts and figures on how aid is presented in this year’s annual budget

Strategic Plan

ACFID prioritises a robust response to climate change and pressure on civil society in developing countries, as well as other key priorities.

Emergency Aid

ACFID Members provide vital life-saving assistance in the immediate aftermath of an emergency.

Climate Change

Action on climate change is one of ACFID’s highest priorities, as it is an existential threat to humanity and our development.

Civil Society

Civil societies are a cornerstone of regional stability and ensure that the voices of the marginalised are heard.

Supporting NGOS

Supporting NGOs as Valuable Partners.

Inclusive & locally led development

Walking the talk on inclusive development.

Humanitarian Action

Taking humanitarian action for those in greatest need.

Elevating Development

Elevating Development to the Heart of Australia’s International Engagement.


Improving standards, practice and culture to prevent and respond to sexual exploitation, abuse and harassment.

Code of Conduct

A small girl stands in front of a multi-coloured finger paint artwork, with a blue paint covered hand

2022-23 ACFID Code of Conduct Review

The ACFID Code of Conduct is periodically reviewed to ensure it continues to reflect good practice and the needs of ACFID and its members.

Code of Conduct

The Code is a voluntary, self-regulatory industry code of good practice.

About the Code

Find out more about the Code of Conduct and how it operates.

Good Practice Toolkit

Overview and practical resources, and examples to support the implementation of the Code.

Spotlight on the Code

Provides a thematic ‘deep dive’ into each of the nine Quality Principles in the Code


This section outlines the responsibility to be taken by each Member to ensure compliance with the Code.

Complaints Handling

How to make a complaint and information on the Code’s independent mechanism to address concerns relating to an ACFID Members’ conduct.

Other Standards

Mapping the Code with other professional standards and principles in the humanitarian and aid sector in Australia and internationally

Commitment 3.2: We promote environmental stewardship, sustainability and climate action.

Compliance Indicators

Compliance with the Commitments will be assessed against the following Compliance Indicators. All of the applicable Compliance Indicators must be met by every ACFID Member to be considered compliant with the Code. Each of the Compliance Indicators has one or more compliance Verifiers. Verifiers are the description of evidence that is required to substantiate compliance with each Compliance Indicator. Guidance is also provided.

3.2.1 Members demonstrate an organisational commitment to environmental sustainability, climate action and improved environmental outcomes in their development and humanitarian initiatives.

Policy, statement or guidance document committing the member to promoting environmental sustainability, climate action and improved environmental outcomes in development and humanitarian initiatives. 

Design or planning framework, tools, templates which require or approaches which consistently show evidence of the analysis of environmental risk and management, including risks associated with climate change. 


Your policy, statement or guidance document could include: an outline of the principles underpinning your organisation’s approaches to mitigating negative impacts on the environment and promoting positive impacts in your partnerships and programs; and an outline of the procedures or practices required such as doing analysis of the environmental risks and opportunities, environmental impact assessments or mainstreaming climate change adaption approaches as a cross cutting theme. The scope of this would likely be more comprehensive for organisations working in agriculture, water and sanitation or infrastructure construction and perhaps less comprehensive for organisation with a sole focus on education for example. 

Your design or planning framework, tools and templates could include: explicit sub sections or prompts requiring analysis of environmental risk and opportunities; a design appraisal tool or set of criteria requiring an assessment of environmental risk and also identification of opportunities to promote positive environmental outcomes. 

3.2.2 Members demonstrate an organisational commitment to environmental sustainability, climate action and improved environmental outcomes in their organisation’s internal operations.

Policy, statement or guidance document committing the member to minimising the environmental impact, including the carbon footprint, of their organisation’s internal operations. 


Your policy, statement or guidance document could include: an outline of the principles underpinning your organisation’s approaches to mitigating negative impacts on the environment within your domestic and international operations; and an outline of the procedures or practices required such as: paper recycling or limiting its use, switching off idle equipment and lights, avoiding paper products from native forests, avoiding bottled water, carefully planning transportation for field trips with consideration of CO2 emissions and using communication technologies and local capacity instead. 

Good Practice Indicators

The following Good Practice Indicators describe a higher standard of practice than that set out in the Compliance Indicators. While Members do not need to meet the Good Practice Indicators to be considered compliant with the Code, they will self-assess against these indicators once every three years. This provides a clear pathway for Members to strengthen and improve practice over time.

  • A focal person with responsibility for environmental sustainability is in place. 
  • Climate change mitigation, adaptation, and impact, and disaster risk reduction are incorporated into program strategies wherever possible. 
  • Program designs, implementation and monitoring and evaluation processes include consideration of potential and realised impacts on the environment. 
  • Environmental sustainability and impact training is provided to key personnel and partners. 
  • Periodic reports are provided internally and to relevant external stakeholders on environmental sustainability and impact achievements. 
  • Information about the impacts of climate change and environmental sustainability issues are promoted in public communications. 
  • Climate action policy, programs and advocacy reflect climate justice and equity principles. 
  • Organisational targets are in place to measure progress in minimising the environmental impact of our operations. 

Good Practice Guidance

Here are some practical suggestions for your organisation to further deepen and improve practice over time.


  • Create and document a policy on environmental sustainability and environment management which commits your organisations to minimise impact which relates specifically to the nature of your organisations work and partnerships. For example, organisations engaging in water and sanitation or natural resource management will require a more comprehensive policy than those only engaging solely in education. As an important policy, it should be ratified by the governing body and senior management.  Your organisation may also consider certifying this policy with ISO 14001. 
  • Set performance targets at a strategic or organisational level related to minimising environmental impact in your domestic operations and in your aid and development activities. Ensure progress against these targets is tracked overtime. This could be through the development of an Environmental Action Plan that is reviewed on an annual basis. 
  • Set emission reduction targets for your organisation which are tracked overtime and publicly available. These could be included in an Environmental Action Plan or other documentation. 
  • Appoint a focal person within your organisation with accountability for monitoring the environmental impact of your aid and development activities. 
  • Include an overview of the organisation’s commitments to evaluating and minimising environmental impact in the induction of all new staff 
  • Document a toolkit and guidelines to support staff in implementing the organisation’s commitments to minimising environmental impact. Actions could include: 
    • Paper recycling 
    • Switching off idle equipment and lights 
    • Avoiding paper products from native forests 
    • Switching thermostats to more season-appropriate lower energy settings 
    • Avoiding bottled water 
    • Procurement policies that recognise sustainability objectives 
    • Using energy management software for smart buildings 
    • Using renewable power 
    • Increasing awareness through posters, emails and internal staff newsletters 
  • Provide formal training for relevant staff on environmental sustainability 
  • Set performance targets to minimise environmental impact in your domestic operations and publicise them throughout your organisation. Targets could relate to: 
    • The usage of material, energy and water 
    • The energy saved due to conservation and efficiency improvements 
    • Achievements in reducing greenhouse gas emissions 
    • Progress in mitigating the environmental impacts of products and services 
    • Transport 
    • Biodiversity 
    • Waste reduction 
  • Ensure emissions offsetting is not used to avoid making real reductions in emissions and is only used where there are presently no viable alternative options to reduce emissions. 
  • Ensure any emissions offsets safeguard biodiversity, human rights and local community knowledge and rights. 
  • Include an overview of the organisation’s commitments to minimising and evaluating environmental impact during induction of new staff 
  • Provide training and other awareness-raising initiatives for staff on environmental sustainability. 
  • Publicise your commitment and your actions in your office and to your stakeholders on your website and in newsletters or similar 
  • Monitor, review and report internally and externally on your environmental impact; this includes regular external reporting of performance against key environmental performance indicators 
  • Appoint a focal person within your organisation responsible for monitoring and reporting environmental impact 
  • Reward and incentivise relevant staff to monitor and reduce the organisation’s impact on the environment; include related targets in job descriptions and appraise staff against these annually. 


  • Collaborate with organisations that focus on and have expertise in environmental issues 
  • Conduct screening of potential partner organisations to ensure they are committed to environmental performance and are not causing a negative environmental impact through their core business. (or incorporate environmental screening questions into an organisations corporate screening procedures to support the selection of partners committed to environmental sustainability) 
  • Support the active participation of partners and community members in environmental governance and decision-making on natural resource management activities 
  • Build awareness of the risks to the environment and environment management with partners and community members through training and discussion 
  • Assist your partners to develop their own environment policies 
  • Where relevant to aid and development activities, include explicit reference in partner agreements to expectations regarding the assessment of environment risk and impact, and ongoing monitoring of impact and mitigation strategies. 


  • Undertake situational analyses including the assessment of risks to the environment. Use this to raise awareness with community members and project participants. 
  • Include in project planning and design templates specific questions regarding the environmental impact of aid and development activities 
  • Where there is a risk of environmental impact due to the nature of the aid and development activity, or where the location of the program has environment vulnerabilities, undertake an environment impact assessment and create mitigation strategies to inform project design 
  • Assess new projects or concepts against criteria that includes risks to the environment and environmental impact 
  • Include environmental impact indicators in project monitoring and evaluation 
  • Using meetings, events and evaluations, reflect on how aid and development activities, partners and communities are supporting or impacting on the environment 
  • Share reporting of performance against key environmental performance indicators with external stakeholders. 
  • Plan transportation for field trips with consideration of CO2 emissions. Transport is an energy-intensive sector, accounting for approximately 23% of total global energy-related emissions. 
  • Consider whether travel is necessary, and whether communication technologies and local capacity can be used instead. 

ACFID Resources

Localisation – initiating a localised response to emergencies re the Ambae Volcano Response in Vanuatu in late 2017 (CAN DO)

A case study highlighting an innovative approach to localisation regarding the Ambae Volcano Response in Vanuatu ...

Localisation through Participatory evaluation planning re the Ambae Volcano Response in Vanuatu in late 2017 (CAN DO)

A case study highlighting an innovative approach to localisation regarding the Ambae Volcano Response in Vanuatu ...

Other Resources

Localisation in Practice – a Pacific Case Study

What CARE and local partner Live & Learn have learned from jointly responding to Cyclone Winston in Fiji

Monitoring and Evaluation Advocacy

Companion to the toolkit provided to use monitoring and evluation to help with advocacy strategy.

Policy Statement in Advocacy

Outlines the Australian Red Cross commitment to advocacy as a tool in advancing our mission to prevent and reduce ...

Systems Thinking – An introduction for Oxfam programme staff

This paper introduces the concept of ‘systems thinking’ for Oxfam staff and the broader development community - ...