Strategic Plan
2013-2015
Save the Children
Australia
Our vision is a world in which every child
attains
right
survival,
Our the
vision
is to
a world
in protection,
which every child attains the right to survival,
development
and
participation.
protection, development and participation.
OurOur
purpose
is toisinspire
breakthroughs
in
purpose
to inspire
breakthroughs
in the way the world treats children
theand
wayto
the
world
treats
children
and
to
achieve immediate and lasting change in their lives.
achieve immediate and lasting change in
their lives.
Values:
Accountability: We take personal responsibility for using our resources
efficiently, achieving measurable results, and being accountable to
supporters, partners and, most of all, children.
Ambition: We are demanding of ourselves and our colleagues, set high
goals, and are committed to improving the quality of everything we do for
children.
Collaboration: We respect and value each other, thrive on our diversity, and
work with partners to leverage our global strength in making a difference
for children.
Creativity: We are open to new ideas, embrace change, and take disciplined
risks to develop sustainable solutions for and with children.
Integrity: We aspire to live to the highest standards of personal honesty
and behaviour; we never compromise our reputation and always act in the
best interests of children.
A letter from
the Executive
Save the Children Australia (SCA) has
achieved an impressive level of growth
and organisational transformation over
the last three years.
Improving the lives of children has been
at the core of our work and in 2012 we
reached an estimated 6 million children
living in complex, fragile environments.
This has increased by more than 20%
each year since 2008.
With this solid track record of
achievement and strong foundations, now
is the time for us to aim for and achieve
even greater impact for children.
The Strategic Plan 2013–2015 provides
a clear vision, objectives and actions to
guide us in this direction.
The initiatives outlined in this document
have been developed to improve program
quality, deliver additional funding and
improve efficiencies.
They also make sure that we continue
to prioritise vulnerable children through
child protection, saving the lives of
newborns and mothers, providing
opportunities for education and
responding to humanitarian need.
Implementing these strategies will see
us achieve and hopefully exceed our
aspirational target of reaching more than
12.3 million children by 2015.
To realise our ambitious goals, however,
we need high performing people who
share the organisation’s values and support
our purpose.
With your dedication and commitment,
we are confident that SCA will become
the leader in delivering humanitarian
support and development assistance to
children, and the authoritative voice for
children in Australia.
Key Objectives
•
•
•
•
•
Achieve lasting change for children in education, health and humanitarian response in the Asia Pacific region
Grow and improve our reputation and stakeholder engagement
Increase total income by 40%
Improve operational effectiveness and risk mitigation
Increase employee and volunteer engagement.
Objective 1
Achieve lasting change
for children in education,
health and humanitarian
response in the Asia
Pacific region.
Target:
•
Grow reach from 8.4m to 12.3m
Initiatives:
1. Increase technical capacity in education, health, nutrition, disaster risk reduction
(DRR) and child protection.
To ensure we maximise impact for children, we will pursue excellence in our
programming and be the voice for children by adding additional education and child
protection specialists and by creating a health and nutrition hub to support the global
ambition to end preventable child deaths.
Thematic Area
Education
In education, we will
become the leading
Australian agency for
Early Childhood Education
and consolidate our
position as the leaders in
Education in Emergencies
across the Pacific.
Health and Nutrition
Health and nutrition will
remain AusAID’s second
largest funding area and
we must grow technical
expertise in this area
to maximise reach and
access funding.
Child Protection
Increase our work with the
most vulnerable children,
particularly in the Pacific
where family violence
remains a community
problem.
2013-2015
·· In Early Childhood Education we will pursue the establishment of a
framework with AusAID, UNICEF and the World Bank in the Pacific.
·· Our innovative work in establishing a Multi-Donor Trust Fund in
Myanmar will be assessed as a replicable model in other countries.
·· Grow our literacy and numeracy programming starting with Indonesia
and the Solomon Islands.
·· As Cluster co-lead with UNICEF, expand our existing Education in
Emergencies program across Asia and the Pacific.
·· Establish our nutrition work in the region.
·· Drive the EVERY ONE campaign in Australia and the Pacific.
·· Profile the Laos Primary Healthcare Program and look to achieve similar
breakthroughs in other countries in the region.
·· From 2013 expand our safeguarding training portfolio to include
government departments, other agencies and corporate supporters
working with children.
·· Capitalise on the global relationship between UNICEF and SCI to
strengthen the strategic partnership with UNICEF for child protection
programming in the Pacific.
Objective 1
Achieve lasting change
for children in education,
health and humanitarian
response in the Asia
Pacific region.
Thematic Area
Disaster Risk Reduction
and Climate Change
Adaptation (CCA)
Global SCI leadership
based on innovation and
program impact in the
Asia-Pacific region and
thought leadership in East Africa.
2013-2015
·· Contribute to global advocacy for more explicit inclusion of children into
the post 2015 UN Hyogo Framework for Action (the principal global DRR
policy mechanism).
·· Harness success in the current CCA program portfolio to expand CCA
programs into new countries and integrate CCA into the wider SCA
program portfolio.
·· Build a global reputation of excellence in DRR in Education,
providing leadership in Pillar 2 ‘School Disaster Management’ of the
‘Comprehensive School Safety’ framework.
·· Run 2 pilot programs in 2012/13 in urban DRR/CCA programming in the
Philippines and Bangladesh as test cases to take to scale.
Humanitarian Response
We will remain the leading
Australian NGO for
humanitarian response.
·· Become the lead agency in South-East Asia for professionalisation of
the sector by expanding the Humanitarian Leadership Program and
supporting the creation of the Humanitarian Leadership Academy.
·· Build capacity in our State Offices to become the first NGO to respond
to the needs of children in emergencies in Australia, working closely
with the Red Cross to provide child protection and technical support
services.
·· Become the first-choice Australian NGO for humanitarian thought
leadership and advocacy.
·· Develop a surge emergency response register of external consultants to
enable us to support children affected by humanitarian events at short
notice while managing our cost base.
Objective 1
Achieve lasting change
for children in education,
health and humanitarian
response in the Asia
Pacific region.
Initiatives:
2. Concentrate our impact on Asia and the Pacific
Although some countries in Asia are experiencing strong economic growth, high levels of inequality, climate change and rapid urbanisation have created new challenges for children in these countries. Natural disasters continue to
impact Asia-Pacific more than any other region with more than 50% of the victims
of these disasters being children. In the Pacific, progress towards the Millennium
Development Goals remains uneven with some countries unlikely to reach any of the established goals.
In response to this ongoing regional need, we will continue to operate a strong
portfolio of education, heath, child protection and DRR projects in these key areas.
South Asia:
What is the need
(HDI – Human
Development Index)
Afghanistan
·· HDI rank – 172
·· Complex, conflict
affected country
·· Afghanistan
suffers some of the
highest child and
maternal mortality
rates in the world
Pakistan
·· HDI rank – 145
·· Complex, conflict
affected country
·· A third of the
population lives in
extreme poverty
Bangladesh
·· HDI rank – 146
·· Subject to multiple
disasters – floods,
cyclones and
landslides occur
annually
What do we do now
·· Children of
Uruzgan –
Education and
health (SCA’s
largest ever grant)
·· Humanitarian
response
Key program and
opportunities 2013-15
·· Children of Uruzgan
integrated health and
education program to
continue through 2015
·· Early childhood and
basic education
outside of Uruzgan
province
·· Livelihoods tender to
be issued in Q1 2013
·· Early childhood
education and
health (SCA’s 2nd
and 3rd largest
grants ever
awarded)
·· Delivery of current
grants remains a
priority with a view
to expanding these
grants from 2014/15
·· Child rights
parliament
·· Urban health and
nutrition
·· Humanitarian
response
·· Child protection
·· Early childhood
education
·· Early childhood
education grant in
Khyber Pakhtunkhwa
remains the priority
for extension on
expiration in 2014
·· Child protection in an
urban environment,
including continuation
of the Daulatdia
program
·· Pilot CCA program
commenced in 2012
Objective 1
Achieve lasting change
for children in education,
health and humanitarian
response in the Asia
Pacific region.
East Asia:
What is the need
(HDI – Human
Development Index)
Myanmar
·· HDI rank – 149
What do we do now
·· Humanitarian
·· DRR
Key program and
opportunities 2013-15
·· Basic education though
the Myanmar Education
Consortium with World
Vision and Burnet
jointly-funded by AusAID
and the Department
for International
Development (DfID)
·· Key humanitarian focus
on people displaced by
conflict in Rakhine State
·· WASH tender design
phase to commence in
Q2 2013
·· DRR program started in
July 2012
Laos
·· HDI rank – 138
·· Primary health
care and maternal
and newborn child
health
·· Primary Health Care
program remains a
signature program for
SCA
·· Health HIV and
AIDS
·· Partnering to Save Lives:
Australia-Cambodia
Maternal & Child Health
Program from 2013-15
·· DRR
Cambodia
·· HDI rank – 139
·· Maternal and
Newborn Child
Health
·· Education
·· DRR
·· DRR to help
communities better
mitigate the impact of
annual tropical storms
and floods
·· Nutrition multi-year
funding framework call
due in Q4 2013
·· Child protection for
orphans and vulnerable
children
·· DRR to help
communities better
mitigate the impact of
annual tropical storms
and floods
Objective 1
Achieve lasting change
for children in education,
health and humanitarian
response in the Asia
Pacific region.
What is the need
(HDI – Human
Development Index)
Vietnam
·· HDI rank – 128
What do we do now
·· CCA
Key program and
opportunities 2013-15
·· Health (WASH) funding
in the Mekong
·· CCA program
commenced in July 2012
Indonesia
·· HDI rank – 124
·· Education (ANCP)
·· Education – literacy
and numeracy including
recently-secured ANCP
Innovation funding
·· Child protection –
ensuring children have
appropriate care by
partnering with AMCs,
particularly for the
Australia-Indonesia
Maternal & Newborn
Health and Nutrition
tender
Objective 1
Achieve lasting change
for children in education,
health and humanitarian
response in the Asia
Pacific region.
The Pacific:
What is the need
(HDI – Human
Development Index)
PNG
·· HDI rank – 153
·· Highest rate of HIV/
AIDS in the Pacific
What do we do now
·· Health programs
for mothers and
children
·· HIV and AIDS
programs – to
provide support,
educate and build
awareness
·· Child Protection –
positive discipline
programs
Key program and
opportunities 2013-15
·· Operational review of
CO in Q1 2013 as part of
Transformation
·· Health, including HIV to
remain a priority
·· Expansion into early
childhood education
·· Child protection
including gender-based
violence and positive
discipline
·· Public-private
partnerships
Solomon
Islands
·· HDI rank – 142
·· Education
·· HIV and AIDS
programs
·· Child Protection
programs –
working with
children in contact
with the law
Vanuatu
·· HDI rank – 125
·· Health, sexual
health, HIV and
AIDS
·· Child Right and
Protection
·· Early Childhood
Education
·· DRR
·· RAMSI transition from
mid-2013 may create
opportunities for
programming in core
areas
·· Health and education
pilot programs to
commence in 2013
·· Education – early
childhood tender
expected in Dec 13
·· Health – training village
health workers offers
potential to expand and
export
·· Consolidate our child
protection programming
through GRM (AMC) into
multi-year funding
·· Secure funding for
our DRR in education
program by 30 June
2013 or exit
·· Strategic partnership
with P&O to improve
access to health
and early childhood
education for remote
communities
Objective 1
Achieve lasting change
for children in education,
health and humanitarian
response in the Asia
Pacific region.
Initiatives:
3. Grow our programs and reputation in Australia
In Australia there remain high numbers of vulnerable children and families who
experience significant barriers to education and participation, family violence, poverty
and homelessness. Our focus will be on communities in the North of Australia where
this inequality is most evident.
In metropolitan centres, our It Takes a Village (ITaV) program will continue to support
the needs of a particularly vulnerable group – migrant and refugee women with young
children who face the challenges of starting a new life in Australia with no or little
family support and often a history of loss and trauma.
We will expand our work with disadvantaged young people in urban centres, building
on our strong evidence base linking targeted social community programs and the
reduction in young people being detained in youth detention facilities, and once
released, reduce their risk of returning to detention.
Save the Children is committed to meeting the needs of Australia’s most vulnerable children and has focused its programs on addressing the worst forms of disadvantage.
Education Global Initiative
Child Protection
Global Initiative
Emergency and
Humanitarian
Global Initiative
1. Early Childhood Care & Development
2. Access to School
3. Youth
engagement
4. Parenting
Support
5. Emergency Response & preparedness
Program
Models
Program
Models
• School
Attendance
Programs to support
parents and caregivers
develop skills that will
reduce the risk of abuse or neglect.
Some group sessions,
some one-on-one sessions.
Positive Discipline will
be incorporated into all
programs.
• Child Friendly Spaces
• Intensive
Supported
Playschemes
A range of
program models
to support
disadvantaged
young people
re-engage with
education and/
or employment
• Supported
Playschemes
• Early Learning
Centres
• It Takes a Village
• Transition to School
• Psychosocial support
• Training & support
Objective 1
Achieve lasting change
for children in education,
health and humanitarian
response in the Asia
Pacific region.
Initiatives:
4. Monitor and evaluate
Donors want increased accountability for the programs they are funding. Through
external partnerships, focussed resourcing and capacity building of our program
staff, we will transform the way we measure and demonstrate the impact our
programs have on the lives of children.
SCA will:
• Monitor and evaluate the performance of all of our programs.
• Use technology to improve data collection, aggregation and analysis.
• Report quarterly on the reach and impact of our programs.
• Annually engage highly-respected partner agencies to publish two documented
reviews of key SCA programs.
Objective 2
Grow and improve
our reputation and
stakeholder engagement.
Target:
•
•
•
Increase total supporters from 107K to 117K
Increase social media followers from 15.6K to 70k
Grow our website hits from 185K to 460K unique hits
Initiatives:
1. Improve transparency and accountability to donors and the community by reporting on the impact of all of our programs.
2. Build our profile as a leading voice for vulnerable children in Australia and abroad.
Advocate to government for effective laws that protect children against abuse and
give special consideration to their unique needs when it comes to funding and policy decisions.
3. Improve our net promoter score, indicating how likely our customers are to recommend us, from -9% to 12%.
4. Continue to build our enhanced call centre partnership model and an integrated suite of supporter services accessible via the Internet.
Objective 3
Increase total income
by 40%
Target:
•
Increase total income by 40% to $120m
Initiatives:
1. Increase our programs income from $48m to $78m in 2015 to
increase reach and impact by:
• Seeking diversified funding through State and Federal
government departments, Australian managing contractors and
through shared valued partnerships with a small number of
corporate supporters.
• Securing larger-sized grants to achieve impact at scale either
independently, through consortia or through multi-year framework
agreements.
• Working with other Save the Children members to implement
signature programs to transform the lives of children.
• Securing Tier 1 ANCP partners status with increased funding and
longer grant cycles.
2. Increase our Net Fundraising Income from $24m to $26.5m, whilst
managing our fundraising costs, by:
• Creating a stimulating supporter fundraising and engagement
strategy that incorporates:
• strategic segmentation, engagement and contact;
• measures to ensure physical outlets contribute positively to
supporter engagement; and
• changes to the face to face model to become part of an
integrated channel offering.
• Developing a rich digital experience central to the cost effective
acquisition and retention of new supporters, particularly Gen Y/Z
who are currently under-represented in our active supporter base.
• Introducing innovative corporate packaging that recognises
competencies of our major supporters with their products and
workplace giving.
• Implementing a standard national operating model, delivering
profitable income growth and improved customer experience for
events and retail.
• Developing consistent and standard practices for all events (from
branding through to price methodology leading to expected ROI)
and ensuring knowledge is better captured, retained and used.
3. Develop commercial activities that leverage our core competencies
and are compatible with our vision.
4. Focus on standardising SCA’s merchandising and management
model for our physical shops – continuing to grow business at a net
margin of 50%.
Objective 4
Improve operational
effectiveness and
risk mitigation
Target:
•
Maintain an administration ratio under 10%
Initiatives:
1. Transition SCA’s cost structure from a largely fixed to an increasingly variable base,
removing duplicative support activity and SCA/Save the Children International (SCI)
program costs.
2. Strategically source expertise reflecting a focus on our core strengths and leveraging
supplier partnerships for support.
3. Commence the next wave of SCI integration and structuring to ensure SCA is able to leverage capabilities as they emerge.
4. Continue to minimise risk within our business.
5. Implement significant enhancements to our processes and IT systems to ensure
SCA’s ability to grow output, within a sound, risk-managed environment – including a
new finance management system, replacement of the current Supporter Relationship
Management system and upgrading our digital presence.
6. Deliver a cross-channel donor information and management system that will provide a holistic view of each donor and their dealings/preferences with SCA.
Objective 5
Increase employee and
volunteer engagement
Target:
•
•
Increase the employee engagement score by 10%
Increase the number of active volunteers from 1774 to 2661
Initiatives:
1. Increase the commercial and leadership capability of all leaders within SCA.
2. Embed values, purpose and the talent profile of what success for SCA looks like into all HR activities.
3. Communicate our strong employer brand and value proposition to potential and
current staff and volunteers.
4. Engage with interns and graduates, supplementing our capability and strengthening
our internal capability.
5. Support a high performance culture, ensuring all team members are clear on what
success looks like and tracking all key performance indicators in a transparent
manner.
6. Strengthen volunteer capacity in all states and territories to staff our op shops, assist
in our offices, fundraise, advocate, help at events and volunteer on our programs.
We also aim to grow corporate volunteering to increase engagement amongst our
corporate partners and utilise their specialist skills to advance our productivity.
A Glimpse
of the Future
SCA will move from...
To…
Broad sectoral coverage
over a wide geographic
area
·· A focus on health, education, humanitarian response and child
protection programs in 11 strategic countries across Asia and the Pacific
Incomplete evidence base
with poor collection and
analysis of our programs
·· A strong evidence base using best practice to build capacity of staff and
strengthen program quality and reporting systems
Being a campaigner
for children with strong
experience yet a message
that often gets lost
·· An organisation recognised as a leading voice for vulnerable children in Australia and overseas, with strong experience, wisdom, courage and integrity
A children’s charity with
a low market profile and
a supporter base with
limited engagement and
understanding of our
brand and the important
work we do
·· An organisation with a unique market profile and compelling value
proposition facilitated through key events, targeted advertising and a highly engaged supporter base – embracing our goals and journey
in helping children locally and overseas
A narrow, unrestricted
income base
·· A diversified and growing un-restricted income base supported through
multiple sales channels resulting in a financially robust organisation
An organisation with a
strong team culture and
high staff turnover
·· One organisation, with each team member cognitive of and connected
with the greater purpose and goals, and an employer that attracts and retains great people in roles that make significant contribution to those goals
An organisation with
a focus on developing
efficient and effective
processes, and minimising
and managing risk
·· Processes and systems that deliver superior efficiencies to both internal
and external stakeholders