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Progress update April 2018

Find out about the progress we’ve made in the past six months towards  our Strategy 2020 goals.

See our strategic priorities for financial year 2018 on this poster.

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

  • Our new process to make volunteering easy is live – check out our Volunteering page now to find a role right for you, and apply in just 4 steps.
  • Held our first ‘Humanitech’ summit, exploring the intersection of humanitarian action and new technology such as AI, blockchain, voice recognition technology and digital IDs.
  • More volunteer hubs set up, with all states and territories covered by June 2018
  • Over 810, 000 people are taking humanitarian action – through blood donation and financial support, or as a volunteer or member supporting clients and communities.
  • Launched #Beatloneliness to mobilise young people to start a conversation and to show how simple steps can tackle this problem.

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

  • Released a toolkit so people could organise their own Peer to Peer challenge to raise funds for Red Cross – from baking, to ditching the heels, to giving up social media and coffee – over $1.3m raised so far.
  • Helped Red Cross people in branches, regional offices, university clubs and volunteer teams to set up and run their own local Community Facebook pages.
  • Testing 10 initiatives to support people to take action and produced two toolkits to help them do this.

Australians trust and respect Australian Red Cross

  • Revamped our website to make it more user friendly and customer focussed, so help, information and opportunities are easy to find. 
  • Continued our roll out of the Trust Initiative to ensure the information we are trusted with remains private and secure.
  • Completed our five-year accreditation with the Department of Foreign Affairs and Trade and annual ACFID Code of Conduct self-assessment – passed with flying colours.
  • Currently ranked 19, with a score of 84.3 in AMR Reptrak ranking

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

  • Launched our ‘Get Prepared’ app for iPhone and Android, a digital tool to help Australians prepare for disasters. Working with main partner, IAG, and key networks such as the Blood Service, Optus, Westpac and Carers QLD to promote our new app more broadly, so more people are prepared.
  • We asked people to think about who and what they would want to protect in an emergency, through our ‘do one thing’ campaign during annual Disaster Preparedness Week.

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

  • Launched the fifth report of the Australian Business Roundtable for Disaster Resilience and Safer Communities, focussing on resilience levels by state and territory.
  • Made a Federal Government budget submission calling for an increase in community resilience funding.
  • Started contributing to the development of a five-year federal disaster mitigation framework and advocate state/territory governments to increase their focus and investment in mitigation and preparedness.

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

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

  • Responded to emergencies in multiple states including flood, bushfires and cyclones.
  • Carried out ongoing recovery work to communities in NSW and QLD post Cyclone Debbie.
  • Based on a review, made improvements to operational processes, including pre-deployment checklists, team members’ rights and responsibilities, workforce wellbeing and safety, team leader training and fatigue management standards.
  • Raised significant funds for East Africa Appeal ($1.8M) and Myanmar Crisis Appeal ($2.4M, plus $1.8M of Federal government matched funding).

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

  • Piloted our inaugural annual survey – the Red Cross Humanitarian Values Index – providing qualitative and quantitative insights that will inform our next steps.
  • Participated in the National Outlook Project – a collaboration between National Australia Bank, the CSIRO, businesses, academics and civil society – to represent the needs of vulnerable people and the concept of ‘inclusive growth’.

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

  • Completed foundational research assessing business exposure and risk for Australian ASX300 companies operating in conflict zones, to develop a robust methodology for what an ‘IHL Action Plan’ could look like and confirmation of the number of companies to focus on.
  • Embedded IHL Action Plan principles into the ACFID Code of Conduct Quality Framework.

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

  • Significantly contributed to the Global Compact for Migration, the first intergovernmentally negotiated agreement, prepared under the auspices of the United Nations, to cover all dimensions of international migration in a holistic and comprehensive manner.
  • Welcomed the introduction of an historic Nuclear Weapons Treaty and started planning how the treaty can be used as a platform for further campaigning on the elimination of nuclear weapons.
  • Hosted our Asia Pacific Migration Network peer-to-peer learning event, hosting five staff from sister National Societies in Vietnam, Tonga, the Maldives, Nepal and the Philippines, sharing knowledge and experience across the region. 
  • Led on key issues at the Statutory meetings of the RCRC Movement in Turkey; key outcomes included adoption of nuclear weapons and restoring family links resolutions, decisions on improving gender balance in governing bodies of the Movement and addressing integrity issues.

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

  • Developed three concepts to implement over the coming year in pilot locations of Kalgoorlie, WA, Mid North, SA and Hervey Bay, QLD:

Navigator Network Recognises the value people with lived experience bring in helping others on their journey to recovery and reconnection – because sometimes the best way to feel understood is by talking to someone who has walked in your shoes.

- My Team  A way to help people who are struggling to imagine and realise a more positive future, by building a team of positive people around them to give them the support that they need, when they need it.

- Common Places  A network of welcoming spaces in your community where you can connect, learn and give back in your own way.

  • With Swinburne University and collective of 22 service providers, discussed loneliness, its impact and next steps. Held a public lecture by Professor Julianne Lunstad-Holt, a leading researcher on loneliness, attended by over 200 people.

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

  • Undertook a co-design approach to developing our third Reconciliation Action Plan – involving Red Cross people, Reconciliation Australia and partners - to have a broader reconciliation impact with partners.
  • Commenced building the ‘cultural ladder’ for our people – more than education and awareness the ladder is about building deep capability and stronger practice to partner with indigenous people, organisations and communities. 

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

  • Launched our online platform – In Work Australia– to connect migrants with volunteer mentors and to help recently arrived migrants to find and enjoy work in Australia.
  • Commenced the Humanitarian Settlement Program in Western Australia and the ACT/southern NSW, helping refugees establish their life in Australia – by providing basic goods, orientation and other support they may need.
  • Delivered our In Search of Safety and Community Conversations program around the country in schools and workplaces – to build awareness and understanding about people seeking asylum in Australia and meet those who've experienced it for themselves.
  • Undertook the first stage of transition out of the Status Resolution Support Services contract, while also planning how we will continue to support asylum seekers in the community.

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

  • Communities have identified the key domains they will focus on improving – community governance and leadership, young people learning and contributing, and community health and safety.
  • We’ve been providing training and guidance to these communities so they can effectively mobilise towards their goals.

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

  • Held a collaborative forum with government, service providers, academia, corporates and donors, to look at opportunities and potential solutions to systemic barriers to employment for people with lived experience of the justice system.
  • Expanded our work in justice, working with over 400 prisoners – through mentoring and volunteering with those on remand in John Moroney prison and young people with mandated Community Service Orders, and through our Learner Driver mentoring program in South Australia.
  • Commenced leading justice reinvestment pilots in Port Adelaide and Katherine, and participating in a Bourke trial.

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

  • Introduced our Ethical Framework, a practical, positive tool for all Red Cross people, providing clear, shared understanding of the values and principles we all commit to.
  • Made connecting using technology (such as Skype) easier by rolling out equipment to staff around the country – also saving on travel costs.
  • Launched an online ‘learning gateway’ for staff and volunteers, so they can access training courses to help develop their skills and knowledge, any time, from anywhere.

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

  • We transitioned our main office in Sydney to ‘Our Space’ – an activity based way of working that gives flexibility and choice to our people, and delivers significant savings in property costs. We’ll soon be rolling this out to Melbourne and Perth.
  • Developed our FY19 budget which will result in $8 million in savings and $3 million new revenue.

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

  • Our major campaign, Red Cross Calling, has so far raised $1.3m and had 14,565 people join through initiatives such as the peer to peer challenge or by supporting us digitally by adding coins to our digital ‘jar’.
  • We’ve opened seven new stores, connecting in with communities and earning vital funds for our humanitarian outcomes - Toowoomba, Bondi, Coolalinga, South Melbourne, Marrickville, Neutral Bay and North Haven.
  • Our Season of Belonging festive campaign, focussed on social isolation, raised over $1.8m.

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

  • We have identified measures for our strategic outcomes that we are using to assess our performance and inform improved program design.
  • Investment in a business intelligence tool has enabled easier collation and sharing of information – we’re looking to increase use and transparency of information in future.
  • Our 2016-17 Annual Report was released, showing our work and impact towards our Strategy 2020 goals for the previous year in an open, transparent, accessible format.

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