REDR AUSTRALIA STRATEGIC PLAN 2016-2018
CEO INTRODUCTION Demand for global humanitarian assistance has reached staggering levels. Over the past two decades, 218 million people were affected by disasters every year 1. Even as global leaders pledge to leave no one behind, millions are neglected. With the rising tide of humanitarian needs, decisive, collective action is needed to save lives, preserve dignity and protect people in crisis. The large-scale humanitarian crises in Syria and South Sudan, the Ebola pandemic and two major natural disasters (in Nepal and Vanuatu) put unprecedented demand on the international humanitarian community for assistance in 2014-15. Yet RedR Australia remains committed to responding to natural and conflict-induced emergencies and enabling disaster preparedness. In the 2014-15 financial year, we deployed a record 118 skilled people to 35 countries and trained 605 people. We stand ready to contribute to the global humanitarian action required to improve the lives of people affected by disasters. The RedR Australia Strategic Plan to 2016-2018 is our commitment to humanitarian action. It sets a clear direction for the organisation and articulates the shared role between RedR Australia and its partners in both disaster preparedness and response. It is a roadmap of how our organisation can contribute to saving lives and protecting people in times of crisis. Participation in the World Humanitarian Summit (WHS) will reinforce collective responsibility to save lives, prevent and alleviate suffering and uphold human dignity in crises. RedR Australia will remain cognisant of and support global initiatives, such as the Sendai Framework for Disaster Risk Reduction 2015-2030 2 and the Strategy for Climate and Disaster Resilient Development in the Pacific 3. This Strategic Plan highlights our intention to forge new partnerships and find practical solutions to the challenges of tomorrow. Our work relies on support from our major donors, corporate partners and, increasingly, public donations to our appeals. This investment enables us to provide humanitarian training and to mobilise the right people, with the right skills, at the right time to make a difference. I look forward to working with you to achieve these goals. Thank you. Kirsten Sayers Cover photo: Children at St Joseph s school on Efate Island in Vanuatu. Photo: Harjono Djoyobisono/RedR Australia 55-61 Barry Street Carlton VIC 3053 Australia ABN 89 068 902 821 T 61 3 8341 2666 F 61 3 8341 2699 www.redr.org.au
ABOUT REDR AUSTRALIA Our Vision A world in which sufficient competent and committed personnel are available and responding to humanitarian needs Our Mission To build resilience and relieve suffering in times of international crisis Our Values We are guided by our values of Accountability, Integrity, Empathy and Collaboration RedR International Principles Impartiality, neutrality, independence, voluntary service and unity. RedR Australia s beliefs that guide our work We believe that: People and principles are at the heart of humanitarianism. Affected populations must be at the centre of any humanitarian response. Disaster-affected communities are best served when carefully selected and appropriately trained specialists are on the ground to provide life-saving assistance. We are most effective when we collaborate with local communities and existing community support mechanisms. Responses should always be respectful, culturally safe and add value. Disaster-affected people have the right to a dignified life and emergency assistance should support their long-term recovery. It is the right of affected populations to access education, legal support and quality health services which support the right to a dignified life. Investing in preparedness and disaster risk reduction (DRR) activities reduces vulnerability. How RedR Australia Works RedR Australia is a not-for-profit humanitarian organisation that relieves suffering in disasters by: Deploying experts from our Humanitarian Register to work with UN agencies and other organisations. Providing appropriate training to humanitarian professionals, technical experts and the general public. Over the past two decades, we have expanded our capability in the provision of humanitarian emergency response services. On average, we deploy 110 specialists annually into international humanitarian response. RedR Australia is part of the international RedR network of nationally accredited organisations, each sharing a common vision and mission. RedR is present in Australia, the United Kingdom, India, Sri Lanka, Malaysia and emerging in Indonesia. The RedR International Secretariat is based in Geneva. RedR Australia is part of the United Nations Standby Partner Programme (SBPP) mechanism and has institutional arrangements with a number of United Nations and other international relief agencies. During a humanitarian crisis, a global network of SBP organisations provide surge capacity support to international response efforts. We are the only Standby Partner in the Asia Pacific region. RedR Australia s activities follow a multiyear Strategic Plan, through an annual Operational Plan, which sets out the operational goals, objectives, targets and monitoring activities. RedR Australia Strategic Plan 2016-2018 3
GOAL 1 RELIEVE SUFFERING Why is this important to us? In humanitarian emergencies, communities experience widespread damage, loss of life and displacement. There is a critical threat to the health, safety, security and wellbeing of their people. It is estimated that 148.2 million people were affected by natural disasters and conflict in 2013 4. The number of people who are suffering from humanitarian emergencies worldwide is growing. In 2014, it was reported that an additional 10.7 million people worldwide were affected by disasters caused by natural hazards; while conflict and persecution pushed the numbers of displaced people to the highest level ever on record 5. It is widely recognised that increasingly complex humanitarian emergencies will continue to rise. An extraordinary combination of crises over the past two years continues to test international, national and local capacity to prevent, prepare and respond to humanitarian emergencies. Unabatedly, there has been a continuation of slow onset, protracted emergencies. The priority in a humanitarian response, regardless of the kind of disaster, is to save lives and alleviate suffering by meeting humanitarian needs. RedR Australia will continue to contribute to achieving greater stability and security through maintaining a strong, responsive, dynamic and above all, highly skilled and committed Humanitarian Register of emergency responders. There are urgent resourcing challenges of meeting wide and multi-dimensional humanitarian needs. The Ebola Virus Disease (EVD) outbreak demonstrated the huge demand placed on the humanitarian sector and added to the emergencies and protracted crises elsewhere. The Nepal Earthquakes placed a further demand on an already stretched humanitarian sector globally. The combination of crises stretched human and financial resources to their limits. The value of RedR Australia is in its ability to support communities through its partners and relieve pressure on agencies to respond to everincreasing and diverse demands. RedR Australia recognises conflict and climate change influence the nature and scale of humanitarian crises. We recognise that slow onset emergencies such as El Niño will continue to create humanitarian needs in the long-term. RedR Australia remains committed to responding to these humanitarian emergencies in order to relieve suffering and build resilience through recovery and rehabilitation phases. Left: Children draw water from temporary Water, Sanitation and Hygiene (WASH) facilities in an Internally Displaced People s camp for Rohingas in Western Myanmar. Photo: Carly Learson/RedR Australia
GOAL 1 RELIEVE SUFFERING What are our priorities? RedR Australia s Humanitarian Register of experts will continue to relieve suffering in disaster-affected communities. We will: Develop our technical and management skills in order to more effectively manage humanitarian assistance. Increase the humanitarian capacity to respond to emergencies. Further invest in monitoring and evaluation (M&E) to gather critical information about what works so we can improve program effectiveness. Strengthen the Humanitarian Register by having a sufficient number of skilled, qualified and available people ready for deployment. Recruit internationally and continue to be an equal opportunity employer. Increase the range of skill-sets of Humanitarian Register members; in particular we will look to grow the number of Register members within identified gap profiles and priorities of the Pacific region. Expand our training provision to meet the demands of the sector and disasteraffected communities. Continue to provide core training in Essentials of Humanitarian Practice (EHP), Personal Safety, Security and Communications (PSSC), Humanitarian Logistics in Emergencies and Water and Sanitation and Hygiene in Emergencies (WASH). Increase engagement with existing Register members. How will we know we are succeeding? We will have in place a robust M&E mechanism to collect evidence and measure impact of RedR Australia s contribution to international relief efforts. We will receive positive feedback from our partners on the quality of work and performance of RedR Australia deployees and our training programmes. We will continue to engage with Register members in order to keep them in active status using proven HR methodologies, from engagement in training, offering capacity development training and opportunities for deployment with other agencies outside the SBP mechanism on request. RedR Australia deployees will meet and excel in their performance, evidenced through individual performance evaluation reports (PERs) and M&E activities. We will nominate candidates for Register requests that meet organisational strategic criteria, capability and capacity. There will be a sustained flow of deployment requests from United Nations and frontline agency partners. Increased usage of RedR Australia s Humanitarian Register and training services by the sector at large. We will increase the range of skillsets of our Register members to have representation across the full range of profiles requested. Where new and emerging requests are made, RedR Australia will look to partnership arrangements with specialised agencies to complement their register. We will increase our engagement and collaboration with people, organisations and agencies from the Global South. We will be able to demonstrate the use of cost effectiveness strategies in our programmes. RedR Australia Strategic Plan 2016-2018 5
GOAL 2 BUILD RESILIENCE Why is this important to us? International humanitarian assistance alone is not sufficient to address the scale and complexity of today s crises. RedR Australia operates in accordance with the Sendai Framework for Disaster Risk Reduction (DRR) 2015-2030 and DFAT s Development Policy and Performance Framework, which promote investment in building local capacities in disaster prone countries to build resilience. An estimated 93% of people living in extreme poverty are in countries that are either fragile or environmentally vulnerable or both, emphasising the need to address the underlying causes of crises 5. Even though these countries often invest in preparedness and DRR activities, budgets and local resource capabilities are limited; hence many of these countries rely on external assistance. Ensuring increased response capacity of communities at risk will result in improved domestic responses thereby reducing the need for international humanitarian assistance during and post crises. RedR Australia already offers a range of technical learning opportunities in emergency response. A number of internationally recognised training courses are on offer through RedR Australia in Asia and the Pacific. They include foundational courses in humanitarian response, safety and security courses and technical sector courses. Moving forward, RedR Australia will build on its understanding of humanitarian needs in the region, particularly in relation to DRR for building resilience. RedR Australia emphasises the need to build resilience, address the impacts of poverty and meet the long-term needs of people affected by crises. RedR Australia seeks to support the DRR strategies developed by national governments by assisting them to address identified priorities and gaps. Left: Malaysian participants at a joint RedR Australia and RedR Malaysia WASH training in Kuala Lumpur aimed at capacity building for Disaster Risk Reduction. Photo: RedR Malaysia
GOAL 2 BUILD RESILIENCE What are our priorities? RedR Australia will assist in building resilience in disaster prone countries through disaster preparedness training activities and collaboration with National Disaster Management Offices (NDMO) throughout the Asia Pacific Region. We will: Design a three-year Pacific Strategy focused on preparedness and DRR. Build a regional reputation for excellence in DRR by providing appropriate training, strategic deployments and technical advice when requested. Consolidate engagements with National Disaster Management Offices (NDMO) or equivalents in the Pacific region to identify, assess and prepare for humanitarian disasters. Continue to provide technical training to improve the national capability to deliver the highest quality humanitarian response. Contribute to readiness planning and capacity building training. Partner with UN agencies, INGOs, national organisations and other stakeholders with a shared vision for building resilience. Strengthen RedR Australia s pool of Associate Trainers and enhance our capability to provide short courses on emerging humanitarian themes. How will we know we are succeeding? A Pacific Strategy will be designed in consultation with relevant stakeholders in the region. Collaborative initiatives will be implemented with NDMOs or their regional or national equivalents. Feedback from Pacific Island countries on RedR Australia s involvement in DRR activities will be positive. Feedback from RedR Australia deployees and Partners will reflect that the investment in DRR activities increased the effectiveness of response and built resilience. Increase in the number and variety of humanitarian courses RedR Australia offers. The quality in design and delivery of humanitarian courses will be evidenced through M&E tools. We will strengthen the pool of RedR Associate Trainers in number, skills and expertise and include regional experts. RedR Australia Strategic Plan 2016-2018 7
GOAL 3 EXPAND OUR INFLUENCE Why is this important to us? RedR Australia aspires to be Australia s leading agency for international humanitarian response. We want to expand our capacity to work effectively with like-minded organisations to achieve our Vision, Mission and Goals. RedR Australia aims to increase its visibility and strengthen its engagement with partners, donors and the Australian public to expand the scope of its donor base. This will position us to increase the impact of Australia s humanitarian response worldwide. Furthermore, we want to make more Australians aware of our work and our mission. Strategic collaboration with educational institutions, corporate industry partners and other diverse stakeholders will increase RedR Australia s impact across the sector through research and innovation. This will increase our reach and influence, shaping how the sector responds to humanitarian crises. Left: RedR Australia CEO Kirsten Sayers with Head of OCHA s Regional Office for the Pacific Sune Hjelmervik Gudnitz (left) and Under-Secretary-General for Humanitarian Affairs and Emergency Relief Coordinator Stephen O Brien at the Pacific Consultations for the World Humanitarian Summit in Auckland.
GOAL 3 EXPAND OUR INFLUENCE What are our priorities? RedR Australia will continue to build strategic partnerships that align with our Mission, Vision and organisational Values. We will expand our scope of influence by engaging with humanitarian sector organisations and initiatives in Australia and abroad. Our partners will include universities, the private sector in Australia and overseas, industry leaders supporting innovation for humanitarian response, professional organisations, the UN and NGOs. We will: Extend our reach and build the brand of RedR Australia s Mission, Vision and Values. Be an international thought leader in humanitarian practice. Generate new and diversified revenue streams to maintain independence in action. Build our evidence portfolio to demonstrate effectiveness of surge capacity response (through SBP mechanism) and humanitarian training in building resilience of affected populations and communities. Stay abreast of the wider humanitarian context and implement strategies, which anticipate changing trends in humanitarian response needs. Actively engage with ACFID in relevant Communities of Practices (CoP). Exploit opportunities to initiate and support research and innovation in collaboration with higher education institutions and the private sector, particularly with innovators in technology for humanitarian response. Seek opportunities for special projects and grant proposals. Invest in people development to increase our capacity for advocacy on humanitarian priorities in Australia and internationally. How will we know we are succeeding? We will receive increased and diversified requests for surge capacity support and humanitarian training. Our M&E reports will confirm RedR Australia s involvement in humanitarian emergencies contributes to DRR and relieves suffering. We will achieve diversified revenue streams. Memoranda of Understanding (MOUs) will be established with appropriate organisations that have mutually beneficial business and value-propositions. Publicity and promotional materials are of a professional standard, released timely and tailored to different audiences. An increase in public and private fundraising will confirm a growth in public awareness and prioritisation of humanitarian issues. RedR Australia Strategic Plan 2016-2018 9
GOAL 4 BE ACCOUNTABLE Why is this important to us? The needs and rights of disaster-affected people are at the core of everything RedR Australia does. The process of how humanitarian aid reaches disaster-affected communities matters, as does the speed, appropriateness and value for money of each response. Accountability to the donor, other stakeholders and especially to disaster-affected communities is central to effective humanitarian assistance. RedR Australia s accountability extends to its staff, interns, associates and volunteers which we demonstrate by fostering an inclusive, equitable and transparent culture. RedR Australia aims to ensure greater organisational accountability by strengthening operational, governance and compliance systems. This will involve continuous monitoring and evaluation of the impact of our operations, programmes and activities to ensure accountability, transparency, efficiency and good practice. As a learning organisation, RedR Australia s operations are based on the principles of continuous improvement. Left: RedR deployee Ann-Marie Wilcock consults with a disaster affected community after the earthquake in Nepal. Photo: FAO
GOAL 4 BE ACCOUNTABLE What are our priorities? RedR Australia will ensure accountability by strengthening operational, governance and compliance systems and supporting professionalisation initiatives. We will: Ensure our Vision and Values are fully embraced and demonstrated by our staff, deployees, trainers and volunteers. Ensure that RedR Australia is an agile organisation, which is able to respond efficiently and effectively to operational needs and industry changes. Comply with relevant legislation, industry standards, performance frameworks and benchmarks to enhance accountability and effectiveness. Strengthen and consolidate M&E systems. Influence the professionalisation of the sector (regionally and globally) and embed our core practices and products. Improve reporting mechanisms to demonstrate accountability, transparency, governance and compliance. Embed good governance and a culture based on our organisational values. How will we know we are succeeding? We will have processes and procedures in place to verify the integrity of office employees and Standby Register members prior to and post engagement. We will embed rigour and reflective processes to ensure greater consistency in language, messaging and documentation to improve our professionalism. We will measure our organisational effectiveness and performance against our Strategic Plan and external benchmarks. Periodic reviews and analysis of operational systems, procedures, protocols, service contracts, staff and management feedback will provide evidence of successful organisational performance. Our M&E reports will confirm appropriate and effective engagement with disaster affected communities and partners. Analysis of human resource management and program costs will confirm efficiency and value for money. End notes 1 Centre for Research on the Epidemiology of Disasters CRED (2015). The human cost of natural disasters 2015: A global perspective. Retrieved from http://reliefweb.int/sites/reliefweb.int/files/ resources/pand_report.pdf 2 The United Nations Office for Disaster Risk Reduction. Sendai Framework for Disaster Risk Reduction 2015-2030. Retrieved from http://www. unisdr.org/we/coordinate/sendai-framework 3 Secretariat of the Pacific Community (2015). Strategy for Climate and Disaster Resilient Development in the Pacific (SRDP). Retrieved from http://gsd.spc.int/srdp/ 4 The United Nations Office for the Coordination of Humanitarian Affairs (2014). World Humanitarian Data and Trends 2014. Retrieved from http://www. unocha.org/data-and-trends-2014/downloads/ World%20Humanitarian%20Data%20and%20 Trends%202014.pdf 5 Global Humanitarian Assistance (2015). Global Humanitarian Assistance Report 2015. Retrieved from http://www.globalhumanitarianassistance.org/ wp-content/uploads/2015/06/gha-report-2015_- Interactive_Online.pdf RedR Australia Strategic Plan 2016-2018 11
REDR AUSTRALIA STRATEGIC GOALS 2016 2018 GOAL RELIEVE SUFFERING GOAL 1 2 3 4 BUILD RESILIENCE GOAL EXPAND OUR INFLUENCE GOAL BE ACCOUNTABLE RedR Australia s Humanitarian Register of experts will continue to relieve suffering in disaster-affected communities. RedR Australia will continue to manage this Register and provide core training in Essentials of Humanitarian Practice (EHP), Personal Safety, Security and Communications (PSSC), Humanitarian Logistics in Emergencies and Water and Sanitation and Hygiene in Emergencies (WASH) and expand our training provision to meet the demands on the ground. An estimated 93% of people living in extreme poverty are in countries that are either fragile or environmentally vulnerable or both, emphasising the need to address the underlying causes of crises 5. Even though these countries often invest in preparedness and disaster risk reduction (DRR) activities, budgets and local resource capabilities are limited; hence many of these countries rely on external assistance. Ensuring increased response capacity of communities at risk will result in improved domestic responses thereby reducing the need for international humanitarian assistance during and post crises. RedR Australia will continue to build strategic partnerships that align with our Mission, Vision and organisational Values. We will expand our scope of influence by engaging with humanitarian sector organisations and initiatives in Australia and abroad. Our partners will include universities, the private sector in Australia and overseas, industry leaders supporting innovation for humanitarian response, professional organisations, the United Nations and NGOs. The needs and rights of disasteraffected people are at the core of everything RedR Australia does. Accountability to the donor, other stakeholders and especially to disasteraffected communities is central to effective humanitarian assistance. RedR Australia aims to ensure greater organisational accountability by strengthening operational, governance and compliance systems. This will involve continuous monitoring and evaluation of the impact of our operations, programmes and activities to ensure accountability, transparency, efficiency and good practice.