triple bottom line reporting

2000-2001

Not-for-profit organisations such as Wesley Mission are scrutinised at every possible level regarding our stewardship of scarce resources. Our willingness to self-impose the requirements of 'Triple Bottom Line Reporting' - and enter into waters which are largely unchartered, reflects our commitment to continually review and improve our performance.

We are exploring the measurement of responsible Triple Bottom Line (TBL) reporting. The first part of this trilogy is financial, the most traditional measure of how an organisation is performing. The second addresses performance in relation to an organisation's contribution to social cohesion and reports on progress and successes in that regard, while the third element addresses the organisation's commitment to the environment. In TBL reporting, our entire operational integrity becomes a matter of public record.

While financial reporting is well established, measuring and reporting on social and environmental issues is a more difficult challenge, because there are few examples to follow and an absence of agreed standards. This will not daunt us. Our activities are transparent.

We carefully and strategically plan for our future, in consultation with stakeholders; we are establishing strategic partnerships and investing in technology which allow us to capture and leverage our knowledge base; financial surplus in one area is utilised to support essential, non-funded areas of ministry; our programs and services are designed to support an individuals' potential and their contribution to local communities. Lives are being changed! Unemployed people are assisted to gain and retain stable employment, the frail aged are supported with services which allow them to remain in their own homes, homeless people move through different stages of care and support until wherever possible, they move to independent living, people with a disability are integrated into the community, supported and where possible, placed into employment. Volunteer effort is welcomed, managed and valued, and contributes beyond our greatest expectations.

The very nature of Wesley Mission's ministry makes us aware that the stewardship of resources is paramount - wastage means less funding, which impacts on our ability to provide services. In our centres, we are undertaking some very specific environmental initiatives including: waste minimisation, recycling, fuel consumption, waste disposal, architectural design and energy savings. We are reviewing our purchasing policy, streamlining usage of chemicals and including environmental responsibilities as a requirement of our members and staff.

Some of our achievements to date include:

Twenty-thousand trees planted at Cottee Orchard; plans implemented for water and energy conservation, worm farms and chemical management initiatives established.

In an award-winning partnership with the HIA, HomeWorld, Australand, Wincrest Homes and The Copper Development Centre, 10 new homes have been designed and built at the GreenSmart Village, utilising environmental power and utilities management. We will sell four homes next year, to raise more than of $1million profit to support our Disability Services.

Future Challenges

Some of the initiatives being considered are to:

• undertake and evaluate social audits, which measure our relationships with staff, consumers, volunteers and other stakeholders; and environmental audits measured against the requirements of ISO 14000.
• initiate investigations into environmental and social initiatives that may be considered in the design and construction of new facilities and refurbishment of existing facilities.
• produce and publish educational material on current environmental initiatives, especially in relation to our conference and camping facilities.
• identify corporate partnerships where social and environmental issues are mutually pursued, enhanced and supported.
• explore innovative corporate partnerships, employee volunteering and strategic philanthropy (aligned to core business) which results in mutually beneficial outcomes between business and not-for-profit organisations.
• organisational mentoring and community partnerships.

Conclusion

We believe that the challenge to make the underlying concepts of triple bottom line reporting tangible, will enable us to achieve real and lasting organisational change which can have a positive impact on the well being and prosperity of the entire Australian community. As it can only increase with use, this is a particularly worthwhile investment.

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