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Our Annual Plan for FY19

Our priorities for the year ahead, as we work towards our ambitious 2020 outcomes.

Our plan for FY19 puts us in position to achieve our ambitious outcomes, and respond to the shifts that are occurring around us.

There are opportunities, such as 55% of Australians wanting to do more good in their community. There are also threats, including more natural disasters and growing vulnerability. We also have options to explore.  We’re looking at ways to build community empowerment and mobilisation, creating better two-way relationships with our supporters, and understanding the changing nature of international humanitarian work.

A major part of our work over the next year is continuing to deliver great outcomes for those we care about through our existing programs and services, working with the great Red Cross volunteers, Members and supporters involved with us. This work includes:

  • providing everyday help to everyone, supporting Australian communities to be strong and for all people to feel included, through our community services;
  • our help in emergencies, encouraging people to take practical steps to prepare and protect what’s precious to them; and,
  • our assistance to migrants in transition, supporting refugees, asylum seekers, immigration detainees and other people who are vulnerable as a result of migration.

Our Annual Plan highlights priority activities we will focus on throughout the year, alongside our everyday work, and shows how we’ll keep testing and trailing new ways of working and scaling-up promising initiatives.  We are proud to share this yearly plan for the first time in FY19.

We’ve broken the plan down for you below, so you can get an overview of our priorities for this year. We want all our supporters to understand how we’re working towards our ambitious 2020 outcomes and how all Australians can play a part in helping us get there.

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

2019 target

550,000 more people are taking humanitarian action.

  • Remove barriers to volunteering and improve the experience, including and getting people on board within ten business days.
  • Test our new model to trigger people to take humanitarian action, and create new ways to self-mobilise (including through digital solutions).
  • Reimagine ‘membership’ and improve youth participation in governance.
  • Pilot and launch a ‘marketplace of giving’ with potential for thousands to take humanitarian action.
  • Test ways to achieve social change (for example, to beat loneliness) using our new social connection research and model.
  • As part of ‘Humanitech’ facilitate new collaborations, partnerships and investment, delivering three proofs of concept, including using blockchain to test the ‘Humanitarian Passport’.
  • Co-design and test radically different models of corporate engagement in social issues, as well as support people to take humanitarian action with and through their employers.
  • Secure $500,000 towards ‘marketplace of giving’, Humanitech initiatives and achieving social change.
  • Deliver a reimagined First Aid campaign to drive engagement, retention and acquisition of customers. Will include implementing an online learning platform and making eLearning accessible to people with a disability and people with English as a second language.

Australians trust and respect Australian Red Cross

2019 target

Australian Red Cross ranks in the top 12 charities and achieves a score over 90 in the AMR Reptrak ranking and maintains the highest level of trust and respect in our annual brand tracker.

  • Give our supporters and website visitors easier access to information that interests them and inspires them to take action, by enhancing the digital experience.
  • Improve our two-way communication with supporters, giving them more choice in their interactions with us, and showing them the reach, impact, success and failure of our work, by providing relevant, authentic and transparent communication through case studies and statistics.
  • Create an online communities feature on our website to connect members and supporters in communities.
  • Continue rollout of our Trust Initiative project to ensure the information we are trusted with remains private and secure. This project makes technical improvements, improves processes and builds our skills and behaviour so we better protect information and can respond to and recover from an information security incident.
  • Further strengthen business systems and practices to ensure our payment processes and governance policies continue to protect against fraud.

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

2019 target

To equip 1 million Australians to prepare for and recover from disasters.

  • Equip 20,000 Red Cross people to prepare for emergencies through a campaign promoting the Get Prepared app, an e-learning module, engagement sessions and training.
  • Expand our networks and build the capacity of associations, groups and organisations that provide services within communities across Australia, such as Carers Networks, fire and emergency services and the Blood Service, so they can actively equip 600,000 people.
  • Equip 370,000 Australians through the implementation of broadscale public campaign and promotion of digital products (such as a tool to connect communities to trusted information during emergencies and one to track their wellbeing). These will be explored, tested and developed throughout FY19.

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

2019 target

Increased investment to $100 million by government, corporates or other means.

  • Conduct research to show being better prepared for a disaster or crisis leads to better recovery outcomes for clients and communities. This will inform our Emergency Services work and significantly strengthen our advocacy for an increase in disaster resilience funding.
  • Establish an influential coalition of diverse partners to advocate for investment by all levels of government in disaster risk reduction and community resilience.
  • Contribute to the development of the National Disaster Mitigation Framework advocating for increased investment in disaster resilience, and ensuring that social resilience activities are given equal consideration to structural mitigation activities, with a focus on programming that supports long-term outcomes.
  • Complete the design and commence the transition to a new international program model that shifts funding into anticipatory action (from July 2019).

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

2019 target

Positive shifts in key indicators of: quality of partnerships with at least three National Societies, IFRC and ICRC; and ‘capacity to implement’ for 14 National Societies, IFRC and ICRC.

  • Complete the design and commence the transition to a new international program model.
  • Secure a new multi-year partnership agreement with the Department of Foreign Affairs and Trade (DFAT).
  • Collaborate with and influence Movement partners and other humanitarian actors to identify, define and adopt actions that will fundamentally shift towards more local humanitarian action and maximise collective impact, including further research on emerging issues and positively influencing the sector to establish a joint funding mechanism for improved disaster and crisis response. 
  • Increasingly focus on ensuring at least a 10% increase in resourcing to programs that support early anticipatory action; including piloting forecast based financing in one Pacific and one Asian country, and launching a community based health hub aligned with the IFRC’s global agenda.
  • Diversify support to international humanitarian activities by experimenting with innovative forms of financing and new forms of partnership.
  • Secure $1 million towards more intelligent aid prospectus and associated activity.

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

2019 target

Red Cross is responding 100% of the time.

  • Increase our capability and capacity to respond in high-risk communities across Australia and strengthen relationships with key partners in these locations, including local councils and emergency management authorities in each state and territory. This will include training more than 2,000 Red Cross people and stakeholders in NT on disaster response and rolling out regional training in WA and SA.
  • Embed Collective Trauma best-practice response and recovery theory into Red Cross practice, including expanding the Register.Find.Reunite system so it is the tool the sector uses in response to mass casualty and terrorist events in two states and territories.
  • Implement a best-practice workforce wellbeing program for Red Cross people in partnership with the Australian Psychological Society.
  • Increase our capacity and systems to respond to emergency events, critical incidents and launching appeals to support local disasters, and broker Australian assistance and resources to international disasters and crisis where we are best positioned to add value.

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

2019 target

Set baseline for ‘behaviours’ in the Red Cross Humanitarian Values Index. Hold steady on results for ‘attitudes’ in the Red Cross Humanitarian Values Index.

  • Conduct our annual national survey, the Red Cross Humanitarian Values Index, to understand attitudes and behaviours across the Australian population and inform our target segments.
  • Roll out a national change program in partnership with others, with targeted segments based on learnings from the pilots we will run in the first quarter.
  • Establish a “coalition of partners” who want to work with us on attitudinal and behaviour change, including corporates, other not-for-profits, academia and community organisations, and secure $1 million towards this work.
  • Pursue positive policy commitments from all major political parties, focusing on migration, justice, disaster risk reduction, deep social exclusion and the social and economic impact of disasters in the Asia-Pacific region.


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

2019 target

50% of private sector companies and 60% of humanitarian organisations working in conflict zones have implemented an IHL Action Plan.

  • Implement our own Australian Red Cross IHL Action Plan, committing us to take measures relating to policy, capacity, operations, transparency and accountability.
  • Create a one-stop-shop online portal to build and implement an IHL Action Plan, giving private sector and humanitarian organisations timely and easy access to resources and tools.
  • Host a workshop to introduce key stakeholders to the IHL Action Plans and the online portal concept. These will bring together the International Committee of the Red Cross, corporate guests, law firms, NGOs and other experts, and elicit industry input and feedback.

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

2019 target

There has been a Movement and/or regional/international policy or practice shift in three out of the six thematic areas.

  • Influence Movement and global policies and practices related to migration. In particular, through influencing the Global Compact on Migration and its implementation plan to ensure it addresses the needs of vulnerable migrants; working with the Movement so humanitarian assistance provided to migrants in the Asia Pacific region is targeted, collaborative and evidence-based; working to reconnect more families through enhanced global responses, use of technology and engaging States (through the Movement Steering Group) on the future of tracing work; and reducing the negative impact of detention.
  • Engage with the Korean Red Cross and IFRC Asia Pacific Regional Office to support the revitalisation of the Asia Pacific Disaster Risk Reduction Centre, so that it continues to be the key International Federation platform for influence on Disaster Risk Reduction in the region.
  • Support and coordinate the Asia Pacific Legal Network to establish it as a key Movement platform for influence on IHL in the region.
  • Work with the ICRC and key National Societies to ensure domestic legal frameworks provide appropriate protections for health care workers and facilities to create a culture of respect for these obligations.
  • Provide leadership at local, regional and global levels to the Movement’s efforts on elimination of nuclear weapons.
  • Make our tools and resources on IHL Action Plans (including our own IHL Action Plan) available to other National Societies through our online portal to support their ongoing efforts to ensure respect for IHL.

  • Influence the development of IFRC’s global Strategy 2030 so it is impact-based and contains clear measurable actions the entire Movement can contribute to that will collectively prevent and alleviate human suffering and contribute to the maintenance and promotion of human dignity and peace in the world.

  • Deliver our annual ‘futures report’ to inform our strategic, operational, program delivery and policy responses to emerging issues and trends and supported IFRC’s global futures agenda through horizon scanning for the region and delivering futures training to other National Societies.

  • Champion better representation of women in Movement governance structures.

Goal 4

Improve the wellbeing of people experiencing extreme vulnerability.

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

2019 target

An additional 100,000 people are being supported to overcome their deep social exclusion.

  • Support 100,000 people with mental health concerns and others experiencing deep social exclusion through our three co-designed concepts: ‘My Team’, ‘Navigator Network’ and ‘Common Places’. 
  • Secure $1 million new funding through the Impact Prospectus to test the co-designed concepts with other groups experiencing deep social exclusion, such as migrants in transition, people impacted by emergencies, Aboriginal and Torres Strait Islander peoples, people involved in the justice system, carers, care leavers and others experiencing vulnerability.
  • Ensure that continuity of care is available for people with psychosocial disability, by positively influencing the implementation of the National Disability Insurance Scheme and mental health reforms.
  • Implement the ‘model for healthy social connection’, supporting people experiencing deep social exclusion to maintain supportive social networks and reduce loneliness.

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

2019 target

Increase by 10% the number of Aboriginal and Torres Strait Islander young people accessing Red Cross family, children and youth related services and activities.

  • Work with young people in Darwin and Broome to create and pilot a set of ideas to support young Aboriginal and Torres Strait Islander peoples’ wellbeing. Work with partner Aboriginal Controlled Organisations and draw on the culture, kinship and community strengths in both locations.
  • Set up a partner action group to find new ways to increase employment and volunteer pathways for young Aboriginal and Torres Strait Islander peoples.
  • Participate in the Family Matters campaign seeking to embed Child Placement Principles in program practice and increased resourcing for family support and early intervention programs.

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

2019 target

65% of migrants in transition have their humanitarian needs met.

  • Co-design better responses to humanitarian needs of migrants in transition. Pilot three new initiatives in three locations, aimed at increasing sense of safety and belonging amongst migrants in transition.
  • Partner with key stakeholders to build sustainable responses to the increasing numbers of people seeking asylum who face destitution.
  • Help 50% more people across Australia experiencing family separation.
  • Provide training to 50% of Red Cross people in specific locations so they can identify signs of and support people subject to trafficking and severe labour exploitation.
  • Influence policies that most significantly impact the lives of migrants in transition such as policies relating to destitution, labour exploitation, detention, family separation, and the protection of migrants.
  • Work to reduce rates of long-term immigration detention in Australia, resolve issues of significant family separation in immigration detention, and support ICRC to support the humanitarian and protection needs of migrants offshore.
  • Secure $1 million new funding through the ‘Impact Prospectus’ to continue support for migrants in transition.

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

2019 target

Community-led action in our 10 focus sites is achieving positive change in the issues that matter to each community.

  • Assist the communities of Kalgoorlie in WA; Tiwi Islands, Katherine and Daly River in NT; Woorabinda in QLD; Kempsey and Wallaga Lake in NSW; Horsham in VIC; Bridgewater in TAS; and Ceduna in SA.
  • Support the ten communities to take action on community issues important to them and mobilise local resources to achieve positive change. In particular increasing opportunities for young people to earn and learn, improving community safety and increasing community governance and decision-making.
  • Connect the ten communities through a digital platform and practical tools to share stories and create the chance for leaders to have a say and take shared action on common issues.
  • Advocate for longer term flexible government funding that empowers communities to drive sustainable action on community identified issues.

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

2019 target

Influence three state and territory governments to commit to a ‘reduction in prison number’ target in their strategic annual plans.

  • Design and implement new solutions in partnership with government, corporate and community partners and people with lived experience of the justice system, to reduce the systemic barriers to employment for people with offending backgrounds.
  • Implement the Community Based Health and First Aid (Irish Prison Program) in three pilot sites - in QLD, NSW and WA - and secured additional funding for two additional sites.
  • Host a sector roundtable to identify opportunities to drive collective action and design solutions on policies and programs that improve outcomes for people involved in the justice system.
  • Influence state and territory governments to reform the justice system, to reduce time in remand (for less serious crimes), increase non-custodial sentencing, and improve parole and reintegration to the community.
  • In partnership with key stakeholders work to have a justice target included in Close the Gap.
  • Secure $1 million in new funding towards expanding our justice footprint, justice reinvestment approaches and implementing employment initiatives.

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

2019 target

Overall, maintain a positive rating in our staff survey, with focus on improving results in areas of coaching and guidance; collaborative teamwork and Red Cross direction.

  • Establish a corporate services model to provide a ‘one stop shop’, streamlining and automating enquiries to provide an exceptional customer experience for Red Cross people.
  • Establish a second line of defence at Executive level to increase control of key risks (such as those relating to financial management, child protection and WHS issues). This will be done by strengthening our internal audit function to monitor and facilitate more effective risk management practices up and down the organisation.
  • Meet our compliance obligations through continuing delivery of e-learning (including child protection and WHS modules), monitoring police and working with children checks and ensuring Red Cross people understand and sign up to our ethical framework and child protection Code of Conduct.
  • Strengthen our capability in innovation, agile approaches and human centred design by distributing toolkits, delivering virtual courses via the Learning Gateway, and running our Speak, Do, Lead program around the country.
  • Develop and implement a ‘cultural ladder’, building on our current training to increase awareness and understanding of Aboriginal and Torres Strait Islander cultures. The ‘ladder’ will strengthen the capabilities and knowledge of our organisation and people to a cultural intelligence level, enabling a proactive and collaborative approach to our work.
  • Boost leadership competency through delivering the Leading First, Thrive and Excellence in Leadership programs, as well as completing 360 degree feedback for 80 managers.
  • Roll out key systems, including a complete program information management system for better management and impact measurement; and further implementation of our client and case management system, improving delivery of services.
  • Implement a Red Cross Practice Framework across our services to improve quality and consistency across community approaches, program delivery and cultural practice.

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

2019 target

Targets will be set in FY19.

  • Unlock $2 million of savings through our property masterplan, focusing on smarter use of our Melbourne, Perth and Brisbane sites.
  • Transform our procurement approach, including embedding source-to-pay technology to optimise operational efficiency, resulting in $3 million of annual savings.
  • Redesign five significant Finance & Business Service functions and processes (including treasury and cash management, systems integration, management reporting and invoice automation) unlocking time and resources to be redirected to our Strategy 2020 outcomes.

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

2019 target

Maintain our diversified multi-year funding streams with no single funding source exceeding 50%.

  • Open 12 new retail stores, bringing our total store network to 178, and install a point-of-sale system in 80 of these stores..
  • Enable financial supporters and partners to engage with and assist us in the way they want, by:
    • building better two-way engagement. We will ask for opinions and feedback through paper based, digital and phone systems and look at ways to implement these findings into our work.
    • calling our supporters to welcome, thank and listen to them, and bringing supporters together through face-to-face and digital events.
    • launching a ‘marketplace of giving’ so thousands of people can take humanitarian action in the way they choose. 
  • Grow our revenue by a total of 4% through a combination of all our revenue streams, and build our donor numbers by 5%.
  • Secure $3 million from a mix of major partners towards our impact prospectuses on intelligent aid, justice, wellbeing, humanitarian nation and migration.

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

2019 target

By end FY19, we are reporting publicly on at least half of our outcome measures and progress towards them, have released publicly our impact measures and 100% of program evaluations are public (post risk assessment).

  • Improve our ability to show how we have made a difference by completing a thorough review of donor-funded programs and projects across the organisation, using qualitative and quantitative assessment to clarify where and how they make a difference (both scale and impact).
  • Enhance our two-way communication with donors and supporters, to show where their support has made a difference and demonstrate the impact through case studies and statistics.
  • Finalise Strategy 2020 impact measures and have data to report for all measures, as well as revisit our outcome measures to clarify if there are any additional lead indicators required to show how we are progressing towards outcomes.
  • Publish externally (eg. on our website) data and evidence against at least half of our outcomes measures, including outcome measures data and external evaluations.
  • Review and clean up our major data systems to improve our data quality and increase visibility and access of data and information for Red Cross people.