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Strategy 2020 scorecard

How we’re going against our targets for the 2019 financial year.

This scorecard outlines what we’ve achieved, and how we’re tracking against our targets for the year. We’ve made progress towards our ambitious Strategy 2020 outcomes but it’s vital to stay focussed as we approach 2020.

  • We’re experimenting with new ways to mobilise, connect and equip thousands of people but have yet to reach the scale we need.
  • Our everyday work is stronger than ever. We were there for Australians in every major disaster or emergency; we made more than a million phone calls and 40,000 home visits to people who were isolated; and supported over 6,000 refugees or people seeking asylum.
  • We’ve had some critical national and global successes. Our advocacy has helped increase federal funding for disaster risk reduction; ensured more than 280,000 people transitioned to the National Disability Insurance Scheme without losing their support; and contributed to the Global Compact on Migration and the push to rid the world of nuclear weapons.
  • Every success is shared. Nothing could be achieved without the teams who bring in the funds, manage the finances, maintain our buildings, boost our IT capacity, check the contracts and otherwise keep our doors open, our lights on and our programs running.
  • We’ve also evolved the way we approach some outcomes. These include our IHL action plans and how we contribute to the wellbeing of Aboriginal and Torres Strait Islander young people.

Below each outcome is outlined against the targets set for the year. A coloured light system shows at a glance how were tracking followed by more detail on the targets and achievements.

On track – confident we will deliver by the end of financial year

Monitor – identified issues or risks requiring corrections

Off track – at this stage targets highly unlikely to be achieved by end of financial year

Goal 1

Build an inclusive, diverse and active humanitarian movement based on voluntary service.

2.5 million people, reflecting the diversity of our community, take voluntary humanitarian action with us to help others

50% (of 2.5 million) are self-organising and leveraging our knowledge, expertise, and evidence to advocate for and help others

Our target: 1.4m people
Result so far: 856,000 people

We have big projects coming up in the next few months, but we don’t yet know if they will have the scale we need to reach another 550,000 people.

What we’ve been working on:

  • Worked to improve the experience for new volunteers joining Red Cross, creating a central recruitment team, and simplifying and standardising processes for volunteering across states and territories.
  • Building our youth network through initiaves such as RedxYouth
  • Piggybacking off our successful Beat Loneliness social change campaign we’re developing a second wave looking at action on nuclear disarmament and another on homelessness.
  • We’re testing a new platform for member connection. If successful it will help us better understand how members are taking action and encourage others to as well.

Australians trust and respect Australian Red Cross

Our target:  Top 12 position in the AMR Reptrack and a score over 90
Result so far: 24th in AMR Reptrack and a score of 84

We have not achieved this target, however, our score remained high which shows the Australian public still has a high level of trust and respect for Red Cross.

  • Launched a new donation form to simplify the process, provide a better experience and result in more completed donations.
  • New FAQs launched on our website, based on most common phone and mail enquiries to make it easier for people to get the information they want. 
  • Partnered with Uber to create an in-app promotion for Get Prepared resulting in 8,000 views and about 750 downloads of the Get Prepared app.
  • Started the second phase of the MyRedCross project focusing on customer experience (CX), communication and contact preferences.
  • Testing our strategy and the welcome journey, to improve retention of regular givers in their first year.
  • Launched Red Cross Real Good Gifts. 94% of the donors are brand new or reactivated which shows we are connecting with new audiences.

Goal 2

Save lives, build resilient communities and support people in disasters.

3 million Australians are equipped to be prepared for and recover from disasters

Our target: 1 million people
Result so far: 57,022 people

While we’ve had some successes the work we’ve done hasn’t reached the scale we need to get 1 million more people prepared. We’ve been rapidly testing and trying different approaches, but we’re yet to ‘strike’ a successful method.

  • Disaster Preparedness Week messages reached 8 million people through a range of media including broadcast, print and social but conversion to downloads was relatively low.  
  • Launched v2 of the Get Prepared App in July with 10,409 downloads and a 70% conversion rate into action within the app.
  • Worked with external networks and third parties to share messages about preparedness and the Get prepared web page and app. This is part of our focus for the next six months also.
  • Our partner IAG funded supermarket vouchers to trial an incentive with Carers QLD members to test whether an incentive through the app increases action.

There has been a four-fold national increase in investment (government, corporate, other) in disaster risk reduction and community resilience

Our target: Additional $100m investment
Result so far: $20m

Last financial year saw a major lift in investment well above the target and this year has seen more.

  • Our advocacy in Queensland has contributed to a $20 million Disaster Risk Recovery investment by the state government.
  • The National Disaster Risk Reduction Framework has been developed. Co-designed by Australian governments with input from Red Cross and others. It focuses mainly on mitigating risks to infrastructure, putting people at the centre of this work and recognises the importance of community education and resilience building. 
  • Received $1.96 million from the BHP Foundation to support a two year project to manage the psychosocial impact of drought on Australian communities.

Key partners in 14 Asia-Pacific countries can demonstrate increased capacity to support communities prepare for, respond to and recover from disasters and humanitarian crises

Our target: To complete our annual plan activities
Result so far: Achieved

Our annual plan set out how we are shifting the way we work to make aid more localised and set benchmarks for our 14 partner National Societies.

  • We’re fundamentally changing the way our international programs work. The shift is to focus on locally led humanitarian work and strengthen our National Society partners’ capacity to quickly recover from disaster and crises.
  • A report on our partnership with DFAT was published on their website.
  • Reached an agreement with the IFRC, the ICRC, New Zealand Red Cross and Pacific National Societies for a collective approach to define and support the coverage costs.
  • Measured a baseline for all 14 Asia-Pacific National Societies we are working with to ensure we can measure impact for this outcome.

Australian Red Cross is responding to disasters and other significant emergencies 100% of the time

Our target: Responding 100% of the time
Result so far: Responded to 100%

  • We’ve responded to all 25 of the disasters and significant emergencies in Australia so far this financial year.
  • Launched our Collective Trauma guidelines and distributed to 500+ people in Australia and internationally. The NSW and VIC governments will use the guidelines as the basis of their work in this space.
  • Trained 2,288 people from external agencies in disaster response, preparedness and recovery, supporting the sector to be able to respond to psycho-social needs in emergencies.
  • Fatigue management standards being incorporated into our emergency activation protocols. 
  • We supported replenishment of Pacific National Societies stocks after small-scale emergencies and as part of cyclone season preparedness efforts in Vanuatu, Fiji and Tonga.

Goal 3

Prevent and alleviate human suffering in times of war and conflict and promote non violence and peace.

Australian attitudes and behaviours strongly reflect humanitarian values

Our target: Set a baseline and hold steady
Result so far: Measurement on hold

The organisation has agreed to shift the focus of this outcome to research only and how that research can support our other outcomes. We will reconsider shifting attitudes on humanitarian issues later.

  • Completed the second phase of research and confirmed that the model to understand the humanitarian values developed from the first phase of research is accurate.
  • Identified the key Red Cross areas of work which Australians are prepared to support, whether they are already supporting or could support this work, and what actions they are or might take on these issues.

100% of Australian organisations working in conflict zones have implemented an IHL action plan

Our target: 15 companies have IHL action plans
Our result: 0 companies

We’re rethinking this outcome in line with the needs of businesses in conflict zones. We will support these organisations to identify IHL gaps in their existing human right frameworks and develop tools to address these gaps.

  • The Australian Red Cross IHL Action Plan has been approved by the  Board and is currently being implemented. 
  •   The ICRC economic advisor visit to Australia in late 2018 provided a great opportunity to engage corporates in discussing the relevance of IHL to their work and to look at gaps in their current human rights frameworks.
  • Working to develop a portal to deliver targeted resources following consultaion with private and humanitarian organisations.

We have contributed directly to the Movement’s increased impact in migration, disaster risk reduction, ensuring respect for IHL, the elimination of nuclear weapons and health care in danger

Our target: Increased movement impact
Result so far: Acheived

We’ve been able to have a significant impact on the movement so far this through advocacy, influence and analysis.

  • We played a significant role in influencing the Global Compact on Migration which was adopted by over 160 States and specifically mentions Red Cross Red Crescent as a key partner.
  • Advocated for migration to feature prominently at the Red Cross International Conference and suggested (and attended) a Strategy 2030 workshop with members of the IFRC Migration Taskforce on migration and future issues.
  • Our legal gap analysis on Health Care in Danger was presented to the Australian National IHL Committee and positively received by key government agencies. We have worked together with Government to discuss and finalise the report and it will be shared with other National Societies to replicate in their context if they so wish.
  • We wrote to Australian parliamentarians encouraging support for the Nuclear Weapons Prohibition Treaty and our CEO published an opinion piece articulating our position. The IHL and Social Design teams are collaborating to deliver a nuclear weapons themed social change initiative in Australia, that will be trialled in tested in May 2019 before being launched at scale.
  • We set better representation of women in movement governance as one of our priorities. So far a Working Group on Governance Excellence, Gender and Diversity has been established
  • Advocacy with government including:
    • a draft position paper template for pre-election engagements
    • meetings, along with the ICRC with Minister Dutton regarding regional processing issues and the Chief of Staff and key advisor to Minister Coleman on policy impacts, including secondary settlement, legacy caseload and detention.

Goal 4

Improve the wellbeing of those experiencing extreme vulnerability.

500,000 Australians are connected to and supported by the community to overcome their deep social exclusion

Our target: Additional 100,000 people supported.
Result so far: Significant momentum

Significant momentum with My Team App, our co-designed program Common Places and the loneliness campaign mean we should reach our target.

  • Our co-designed My Team app will support people facing mental health issues and is in the final stages of testing ready for a public launch on 29 April 2019.
  • We launched the Constellation project with our partners PwC, Mission Australia and the Centre for Social Impact 'to end homelessness within a generation'. PwC has committed 75,000 volunteer hours and approximately $1.5m of seed funding.
  • We’ve begun piloting the My Team face-to-face concept with a small cohort of current PHaMS clients in SA.
  • Thanks in part to our advocacy, an additional $252.5m will be spent by Australian Governments to support 280,000 people at risk of falling though the gaps in the new NDIS system.
  • Eleven of the 31 Primary Health Networks (PHNs) around the country have started looking for partners to deliver support for people with mental health concerns who are ineligible for the NDIS. We have submitted tenders in Victoria, Northern Territory, New South Wales and Queensland with one already successful to implement My Team for sites in Queensland.

The wellbeing of young Aboriginal and Torres Strait Islander peoples has improved by 20%

Our target: 20% improvement
Result so far: Measurement on hold

Red Cross is taking time to ‘think deeply’ on our role in this area and measurement for this outcome is on hold. While this happens our focus will be on formalising partnerships, learning from other projects, implementing our RAP and improving outcomes in existing programs.

  • Completed the first phase of a project in Darwin to support young Aboriginal and Torres Strait Islander peoples’ wellbeing, working local Aboriginal Community Controlled Organisations and the Healing Foundation better understand the needs of young and explore collaboration opportunities.
  • The Broome project under this outcome was put on hold until March 2019.
  • Worked with Rio Tinto and Medibank Private to commit to increase employment and volunteer pathways for young Aboriginal and Torres Strait Islander peoples.
  • Launched our third Reconciliation Action Plan around the country, with all Red Cross people encouraged to make a personal commitment to reconciliation through 'I will…' plans.

Migrants in transition have their humanitarian needs met and are participating in and included in Australian society

Our target: 65% have their needs met
Result so far: Measurement on hold

Meeting the humanitarian needs of migrants is becoming more challenging as we focus our direct support – through material aid, casework and advocacy – to those who are most vulnerable, and as this group increases in size.

  • Delivered the "I am a living question mark" report based on co-design workshops involving key sector organisations, people seeking asylum, staff, volunteers, and government representatives. We’re now ready to prototype solutions for our clients who are falling through the gaps. 
  • Improved our Emergency Relief processes to be more sustainable and dignified, including moving to EFT payments and trialling reloadable debit cards.
  • Expanded Emergency Relief work in Queensland and Victoria.
  • Worked through our programs and collaborations with partners on the National Trafficking Round-table, which was influential in the development of the Modern Slavery Bill that will protect people from human trafficking or severe labour exploitation.
  • Volunteer welcome crews and Red Cross teams have supported over 2,000 newly arrived refugees in WA and ACT/NSW.
  • Working in smaller states/territories and regional areas to raise awareness of trafficking indicators.
  • Delivered social inclusion activities with over 5,000 people in all states and territories.

There has been a 50% improvement in community determined indicators in up to 20 of the most vulnerable communities in Australia

Our target: Finalise indicators for 10 sites
Results so far: 10 sites finalised

All ten selected sites have now finalised their community determined indicators.

  • Focused the first six months of the year on finalising clear and measurable indicators that all ten communities determined for themselves.
  • Work is almost complete on defining objectives of each site, collecting benchmark data and the methodologies for ongoing data collection.
  • Ran Harwood Institute workshops for 140 staff to build their skills to work with communities to drive their own changes and solutions.
  • Leveraged our own funding to attract additional government funding for sites where we are working, including $470,000 for Ceduna SA to develop a community hub.
  • The Tiwi Skin Group Governance Structure was revived with Red Cross serving as the backbone organisation. This unique governance structure encourages skin group and gender diversity, is respected in the community and encourages the community to take part in projects

Australian governments are directing into justice reinvestment at least 50% of savings delivered by a 10% reduction in Australian prison numbers

Our target: 10% reduction in imprisonment for ‘non-serious’ offences.​
Results so far: 0% to date

Our new justice advocacy plans are strong but prison statistics are going backwards and governments have little appetite for justice system reform at a public level. For this reason we’re focussing on seeing a 10% reduction in imprisonment for ‘non-serious’ offences.

  • Completed development of justice advocacy strategies for each State Director to lead.
  • A justice target was introduced in the Close the Gap refresh in December 2018 to reduce the incarceration of Aboriginal and Torres Strait Islander peoples.
  • The Community Based Health and First Aid program supporting prisoners to volunteer, improve their environments and build their skills is being delivered in NSW and is about to start in QLD and WA with negotiations taking place with Corrections in SA.

Goal 5

Maintain a strong, innovative, sustainable and accountable organisation capable of achieving our humanitarian goals.

All Red Cross people are empowered, engaged, accountable and acknowledged for their contribution to our humanitarian goals

Our target: 4 out of 5 engagement score
Result so far: 3.8 Pulse engagement score

Results from our refreshed pulse survey show engagement is at 3.8 out of 5.

  • The monthly pulse survey was refreshed with a new larger set of questions based on feedback and results from the first year of using the approach to measure engagement.
  • Our compliance results have improved, including for completed police and working with children checks, and sign-ups to our Ethical Framework. This improvement is supported by a new dashboard to show we are progressing against out compliance targets.
  • A range of agile, lean and human-centred design training has been provided to Red Cross teams. While people enjoy gaining new skills and these approaches produce better outcomes, more quickly and with less stress, there are concerns that there is not enough support or time to use them effectively or develop how they are best used.
  • The Cultural Ladder was introduced to the organisation as part of the Reconciliation Action Plan. It guides Red Cross people in building their cultural capabilities, making Red Cross a more culturally safe and richer place to work.

80 cents in every dollar raised is going directly to humanitarian outcomes and impacts

Our target: $3 million in savings
Results so far: $800,000 in savings

We continue to look for savings in procurement and other operating costs.

  • Offices in Melbourne, Perth and Hobart have been consolidated to reduce the space used with options being explored for other locations to reduce costs. Unfortunately expected property sales did not take place which has reduced the potential savings from this work.
  • Transitioned to a new travel management company to allow staff to book their own travel within set business rules – reducing travel costs.
  • A cross-department working group developed a list of potential savings to help reach savings targets.
  • A new credit card process was implemented resulting in reduced processing time and increased compliance with our credit card use policy.
  • Introduced an automatic system for processing invoices which reduces costs by streamlining the process and identifying overcharging.

There are diversified multi-year funding streams in place with no single funding source exceeding 50%

Our target: No single funding source greater than 50%
Results so far: Achieved

No funding source is greater than 50% and we continue to look for ways to engage new supporters.

  • We’ve opened seven new Red Cross shops and implemented point of sale systems in 5 stores.
  • Established a customer experience (CX) program to better understand the experience of Red Cross supporters. Insights are being used to improve the journey for donors in their first year and retention rates for new donors. 
  • We’re improving our communication with regular givers and other supporters, including a successful Festive Appeal that met targets.
  • Developed two supporter engagement events prior to the festive campaign offering attendees a virtual reality experience putting the supporter into the shoes of an Aid Worker in Timor-Leste to experience the impact of clean water on the community.
  • Our Real Good Gifts are proving popular, especially on Facebook.
  • Developed a new Red Cross Calling product to engage schools using human centred design.
  • Our appeals for farmers in drought and people fleeing violence in Myanmar brought new donors to Red Cross and re-engaged existing supporters.

Through an annual report, we have been transparent with the public each year about what we have achieved, where we have failed and the impact we have delivered

Our target: Publicly report on half our outcome measures, our impact measures and 100% of program evaluations
Result so far: Measured at the end of FY19

We’re improving the way we collect data and measure outputs but need to go further to accurately measure our impact.  

  • We’re in the final stage of contract negotiations with data platform provider Tableau to help us visualise and better manage our data.
  • We’ve re-vamped compliance and annual plan reporting to help us spotlight key achievements and risks.

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