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.


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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

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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

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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 9.1:
We have the human resource capacity and capability to deliver our work.

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.

9.1.1 Members have an organisational structure appropriate to the scope of their work.

  • An organisational chart (or)
  • Description of organisational structure.


The organisational chart or structure should outline the key positions in the organisation and the relationships between these positions. This provides a good overview of the resources that have already been dedicated, and assists your organisation to plan for any additional roles that it needs to further its mandate and scope of work. Documenting the relationships between positions also assists positions understand which roles they are responsible to, and who has responsibilities for them. It can be a useful way to think about how units within an organisation relate to each other, and are assigned responsibilities that work together to achieve the organisation’s overall goals and objectives. There are many examples of organisational chart templates available on the internet that can help prompt the way that your organisation chooses to document its own structure. 

9.1.2 Members provide a clear description of roles and performance expectations.

Job descriptions or terms of reference for staff and for key volunteers i.e. those that fill formal roles in the organisational structure


Job descriptions or terms of reference outline the main duties and responsibilities that are involved in a particular role. They usually include the purpose, duties, responsibilities, scope, and working conditions of a role, along with the role title, and the name or designation of the person to whom the employee or volunteer reports. Job descriptions provide the basis for recruitment, employment, and performance management. They communicate what is expected of a particular role and how the role will be evaluated.

There are many tools available on the internet that can help your organization prepare a job description or a term of reference. In addition, the Resources section below includes a link to to ‘Writing a Position Description’.

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.

  • Dedicated human resources are assigned to key areas of organisational responsibility. 
  • Periodic reviews are undertaken of the human resource needs of the organisation. 
  • Guidelines are documented for the recruitment of local staff in country offices.

Good Practice Guidance

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

Organisational and Policy

  • Develop an organisational structure document to help with future tasks like workforce planning, succession structure, and what to outsource.
  • Consult with all units of your organisation to develop a staffing plan that can be considered within the annual budget process.
  • Create a job description for each role within your organisation.
  • Align performance indicators for particular roles to the organisation’s strategy.
  • Conduct recruitment processes that are as open as possible, to attract talent from a broad arena.
  • Design a salary structure and assign salaries for various functions within the organisation. Compare and contrast those with fair market value for similar positions.
  • Review salaries at least annually to ensure that you stay competitive. Consider providing other compensation to employees such as flexible working arrangements, or extra leave entitlements.
  • Develop clear human resource policies and procedures that are accessible to all staff and volunteers.
  • Consult with staff to develop a learning and development plan to further develop staff capacity. 

ACFID Resources

Spotlight on the Code –how Sight For All approaches Quality Principle 9

In a short video, Judy Bickmore, Executive Officer from Sight For All, talks about the various ways she approaches ...

Other Resources

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