Morley: For all that I give and have given up, and big demands involved in this job, the real heroes are the field workers who continue to serve in challenging environments. Their sacrifices and contributions far surpass anything I do. (Photo: SooPhye)
Steering a global humanitarian and relief organisation like World Vision International is a formidable task that demands resilience, strategic foresight and an unwavering commitment to human welfare. Such groups play a critical role in addressing crises, ranging from natural disasters to conflicts, poverty and health emergencies.
At its helm, leaders must navigate complex global dynamics, coordinate with multiple stakeholders and ensure aid reaches the most vulnerable populations swiftly and efficiently. The importance of such leadership cannot be overstated as it directly influences the organisation’s ability to respond to emergencies, advocate for policy changes and drive sustainable development in affected regions.
However, the challenges are immense — balancing immediate relief efforts with long-term recovery, securing adequate funding and maintaining the safety and morale of frontline workers in high-risk areas. In such an environment, effective leadership is essential to ensure the organisation remains agile, responsive and impactful in its mission to alleviate suffering worldwide.
“Society is changing dramatically. It’s incredible. This year, 80% of the world’s population will vote for new leaders. Given these shifts, it is crucial that we understand global needs. We are really blessed to work in 100 countries worldwide, and we ensure our relevance by staying close to the communities we serve, listening to their concerns, understanding their needs and then matching resources to support those growing needs,” says Andrew Morley, president and CEO of World Vision International, who was in Kuala Lumpur recently to attend the World Vision Joint Asia Regional Forum.
It was a key event where CEOs and board members from different countries came together to discuss the partnership’s plan and strategies for the year and beyond. He also attended the 1,000 Girls: She Matters event at The Gardens Hotel.
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Changing times
Morley has been with World Vision for nine years. “If we look back 15 years, just before I joined, we were responding to about two to three Category Three crises globally. We, in the sector, measure crisis severity on a scale of one to three with the latter being the most severe. Today, we are responding to 32 Category Three crises. This stark increase highlights how dramatically needs have grown.”
He points out that new areas of concern — such as Ukraine and Venezuela, which previously were not troubled regions — have emerged, as well as the escalating challenges in the Middle East. “The number of crises we face is growing exponentially. We’ve been fortunate that our funding has increased over this period but not at the same rate, as needs have risen dramatically.”
It was important for the organisation to prioritise where it goes and works. The strategy is clear: serve the most vulnerable children, both girls and boys. “We are committed to deepening our focus on these young ones, and we constantly assess and scan, working closely with countries and communities to identify where the most vulnerable are. Our goal is to ensure that we serve them in the best way possible,” explains Morley.
World Vision employs specific strategies to keep its supporters engaged and invested in its mission by offering them a clear view of the world’s needs. It highlights regions that receive little media attention, such as Myanmar, Venezuela and Sudan. These are critical places yet often overlooked. By showcasing these areas, it aims to bring attention to the urgency of the situation.
“Alongside highlighting these needs, we also prioritise the impact that supporters’ contributions can make. We demonstrate how their support is transforming lives, turning dire situations into positive outcomes for children in these vulnerable regions. By connecting the dots between need and impact, we show how their involvement can truly make a difference, changing the lives of children around the world,” he says.
The organisation acknowledges its message often struggles to stand out in today’s media landscape, where many people gravitate towards lighter, more mindless content rather than serious, impactful stories. This presents a challenge in effectively communicating the urgent issues it addresses.
“To overcome this, we have learnt to be strategic in our communication, recognising that personal stories have a unique power to resonate with audiences. Instead of relying solely on numbers and statistics, which can feel impersonal, we focus on sharing individual stories and the tangible impact their supporters have made. These narratives create a stronger emotional connection and are more likely to capture attention in a crowded media space.”
Morley admits that people are not ungenerous or uncaring but rather, they are simply very busy. The challenge lies in cutting through the noise and capturing their attention. When the organisation does succeed in reaching people, it discovers that generosity remains strong.
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Working on the greater good
With 34,000 staff across 100 countries, maintaining cohesion and alignment with its core values and objectives are absolutely crucial. “We ensure everyone understands our mission — to change the world for the most vulnerable girls and boys. It’s important that all staff not only grasp the significance of our work but also how we accomplish it. We have a single, clear strategy and most people within our partnership can articulate its five pillars because we’ve consistently reinforced them,” says Morley.
Additionally, the organisation stresses consistent mindsets and behaviours — shared ways of acting and interacting with each other and the communities it serves. It is vital that everyone uses a common language to discuss not only what they do but also how they do it. This helps them stay aligned and focused on their mission.
How does World Vision navigate the complexities of providing humanitarian relief in conflict zones without getting entangled in local or international politics? The organisation maintains a deliberate policy of letting its work speak for itself, while adhering strictly to humanitarian principles such as impartiality. This commitment means it never takes a political position, which allows it to operate in war zones where others might not venture. Its work is built on three pillars: humanitarian relief, long-term development and advocacy, including justice and peacebuilding. By integrating these aspects, it ensures a comprehensive approach to its mission while remaining neutral and focused solely on the needs of the most vulnerable.
In conflict zones, the priority is security and risk mitigation. The organisation invests heavily in security measures, including thorough training for staff, audits and other risk management strategies to keep its personnel safe. This robust framework enables World Vision to operate in some of the world’s most challenging environments, often in places where no one else will work. Given its focus on reaching the most vulnerable, its large-scale and effective systems allow the organisation to ensure safety while delivering critical aid. Of its 34,000 staff, most are field-based, with about half engaged in humanitarian work. This extensive presence makes World Vision one of the largest, if not the largest, humanitarian organisations in the world.
Given the scrutiny on how non-governmental organisations (NGOs) utilise their funds, Morley describes how World Vision ensures transparency and accountability in its operations. “We maintain a strong commitment to the key principles in governance, management and organisational ethics. Every country office produces an annual report that highlights both the impact of their work and any challenges they faced during the year. They are particularly transparent online, especially regarding safeguarding practices. When issues arise, they are open about these challenges, sharing details publicly along with the steps taken to address and prevent future incidents.”
This approach, known as radical transparency, is a hallmark of its operations, and is recognised in the sector for its forward-thinking stance on transparency. To measure the success of its programmes and the metrics used, it employs a combination of sector-specific and widely recognised standards, such as reach and impact. These metrics assess the level of engagement and the tangible differences in their lives.
Additionally, the organisation places significant emphasis on community feedback. It works directly with the people it serves, asking them to describe their lives before and after World Vision’s interventions. This feedback helps tell the story and the transformational development it has achieved, ensuring that the voices of those it serves are central to evaluating its impact.
“The vast majority of our overall budget is spent on programming work that has a direct impact on vulnerable children’s lives. We invest just 5% in administration. We are really transparent about these figures and publish them each year. Importantly, we also talk with communities and assess their needs jointly with local leaders, so we can ensure that we use our resources effectively on projects which help children and their families reach their own development goals, while doing the most good for the greatest number of vulnerable people,” says Morley.
How does the organisation handle situations where its humanitarian efforts might be seen as supporting or legitimising controversial regimes? “This is a really important question. World Vision has signed or endorsed several international conventions that uphold the principle of non-discrimination in the delivery of aid, as we believe them to be consistent with our biblical mandate. These include the Universal Declaration of Human Rights, the United Nations Convention on the Rights of the Child, the International Red Cross Code of Conduct, the Sphere Project minimum standards in humanitarian assistance and the Charter for Faith-Based Humanitarian Action. This means we focus on the needs of children and communities, without promoting or opposing any political cause.”
C Programming
World Vision has effectively adapted its programmes to tackle the evolving challenges of climate change, hunger and poverty. One notable example is its Farmer Managed Natural Regeneration, which has earned recognition from the UN as one of the most impactful climate projects. This innovative and low-cost approach focuses on areas that have been deforested or turned into deserts. By identifying and utilising the underground roots that remain, FMNR collaborates with local farmers to revitalise these lands. Over time, these previously barren areas can transform into thriving green spaces.
“FMNR is a wonderful initiative. We have pictures showing the dramatic before and after changes: a desert turning into lush greenery in just five years without planting new trees. The roots that are still alive underground are nurtured, protected from grazing animals and allowed to grow, leading to the resurgence of local indigenous plants. This process turns wastelands into fertile pastures and has been recognised across the sector as a truly transformative solution,” explains Morley.
Its Enough campaign declares a firm stance against the suffering of children from hunger and malnutrition. With stunting and wasting rates at their highest levels in years, exacerbated by the impacts of Covid-19, World Vision is committed to addressing this urgent issue globally. By collaborating with partners and focusing intensively on hunger, it has been able to achieve significant results swiftly. Its approach includes providing immediate food aid and establishing sustainable food sources, such as home and cottage gardens and educating communities on nutritious food choices.
“Hunger is a pressing issue that, when tackled effectively, can lead to substantial and rapid improvements. We’ve seen first-hand the devastating impact of malnutrition, such as in the Democratic Republic of the Congo, where a child died from hunger right before my eyes. Experiences like this fuel our determination to prevent such tragedies. By working together and addressing both immediate needs and long-term solutions, we can make a meaningful difference and ensure that no child suffers needlessly from malnutrition again,” he says with a tinge of remorse.
Next year marks significant milestones for World Vision as it will celebrate 75 years of operation. “At the same time, we will acknowledge the 40th anniversary of the Ethiopian famine, which was a very big part of our work. We were very instrumental in responding to that. Additionally, we will commemorate the opening of our 100th office, extending our presence to more than half of the world’s 196 countries. These milestones reflect both our long-standing commitment and ongoing expansion in addressing global challenges.”
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Leading change
Beyond World Vision, Morley is married with two children, aged 25 and 23 — a lawyer and geophysicist, respectively. “It’s my 27th wedding anniversary today and my wife Vanessa is a big part of what we do at World Vision. Outside of work, I love cycling and it’s one of the things that helps me clear my mind and think straight. And not to mention, keep fit. I did my first marathon a couple of years ago at the age of 50. It’s not something I would necessarily recommend but I really enjoyed it.”
Before joining the global organisation in January 2016, Morley held prominent corporate roles, including being CEO of the UK’s largest advertising business and head of mobile for Google. Despite the success and fulfilment he experienced in these positions, a conversation with World Vision quickly changed his trajectory. A deep connection to its mission was felt and he became greatly inspired by its unwavering commitment to the most vulnerable children and its passion for going to places where nobody does. This initial impression solidified a desire to join the organisation, and within an hour of speaking with the then CEO, he knew that he wanted to dedicate himself to the cause.
Reflecting on his transition from the corporate world, Morley says, “Before joining World Vision, I was familiar with the Vision Fund, its microfinance arm, as a donor. However, my deeper understanding of its mission came through personal interactions with the team. The passion and unique commitment I saw were compelling enough for me to shift from a corporate career to dedicating the second half of my life to this cause,” says the member of the Inter-Agency Standing Committee, the most senior decision-making body in humanitarian affairs for the United Nations. He recently served as the IASC Champion on Preventing Sexual Exploitation, Abuse and Harassment — the first time an NGO leader has done so.
Morley’s experience has proved invaluable in his present role. He emphasises that leading and managing people effectively, skills honed in the corporate sector, are essential in the NGO environment as well. “My background taught me how to lead people, hire talents and provide both space and support for effective leadership. While I wouldn’t describe myself as a great leader, the lessons I’ve learnt in supporting and empowering others have been instrumental in my work with World Vision,” says Morley, who counts Bill Gates, his pastor Archie Coates, best-selling leadership author Simon Sinek and World Vision Malaysia CEO Terry Leong as people he looks up to.
“For all that I give and have given up, and big demands involved in this job, the real heroes are the field workers who continue to serve in challenging environments. Their sacrifices and contributions far surpass anything I do!”
This article first appeared on Aug 12, 2024 in The Edge Malaysia.
