Strategic Plan 2017-2020 - Vanuatu Red Cross Society
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Vanuatu Red Cross Society Strategic Plan 2017-2020
Our Vision: To be the leading humanitarian organization in Vanuatu, by providing professional, effective and quality services. Our Mission: Our mission is to improve the lives of the most vulnerable, without discrimination, through voluntary service.
Sola
Saratamata
Luganville
Lakatoro
Port Vila
Lenakel
Contact Us
Vanuatu Red Cross Society
Rue D’Auvergne, Nambatu
PO Box 618, Port Vila
(+678) 27418
www.vanuaturedcross.org
4
Forward
be aiming to grow our social strengthening the ones we already
development and inclusion have. Decreasing our dependency on
programming in response to an project funding would allow us a
identified need. We will also be looking greater capacity to respond to small-
for innovative ideas on how to tackle scale disasters and emergencies as
the problems our communities face they occur.
and will seek new funding
Achieving the targets we have set will
opportunities that will allow us to
require hard work and determination
diversify our approach.
but I am confident that we can do it by
Cyclone Pam showed us that we have working with communities and our
great capacity to operate at a much partners towards a shared vision of a
higher level but it also highlighted stronger and more effective National
some areas in need of improvement. Society.
In 2015, Cyclone Pam brought massive
For example, our branches are one of
change to Vanuatu Red Cross, our
our greatest assets, making us a truly
level of programming, along with
nationwide organization, however we
technical support to implement those
also need to work to strengthen their
programs, increased dramatically. As
capacity to operate autonomously and
we reach the end of the recovery
respond to the needs of their local
period, and programming starts to
communities.
return to normal levels, we have had
Governance is another area that we Ati George Sokomanu
the chance to consider our future and
where we want to go from here. want to focus on over the next few Board President
years. To ensure that we are best
This Strategic Plan is the result of an
representing the people we aim to
extensive consultation process.
serve, we need to make a concerted
Ensuring that we captured the input of
push to increase membership of the
all stakeholders, from board members
Society. The larger and more diverse
to government ministries to volunteers,
our membership, the more in touch
allows us to be sure that this plan is
we will be with the needs of
the best representation of what is
communities and the greater our
required of Vanuatu Red Cross Society
ability to respond to those needs.
at this time.
To improve the ability of the Society to
We will continue to focus on our core
function into the future, we will be
activities of disaster preparedness and
placing a strong focus on developing
response and health but we will also
new fundraising activities and
Vanuatu Red Cross Society Strategic Plan 2017-2020 5
Our Strategic Plan for 2017-2020
team (SMT) members spent a critical and challenges for VRCS to leverage
period of time conducting an internal including:
analysis to understand the current
The need for VRCS to become a
state of VRCS, including a review of its
more diverse, representative
current operations, its governance,
and accountable organization,
and the current state of its branches
by developing its branches,
and staff capacities. These reflective
broadening its membership
processes have also helped identify
base and improving its
external trends, opportunities and risks
management systems
that could influence the future of VRCS
in the next five years. A revision of VRCS auxiliary role
Welcome to the Vanuatu Red Cross with the Government of
The Strategic plan is comprised of four
Society 2017-2021 Strategic Plan. This Vanuatu
strategic aims. Our plan is focused on
plan is the result of a consultative Partnering with others to co-
the needs and expectations of our
process with our stakeholders, and it design and mobilize resources
stakeholders. In addition, the
builds on Vanuatu Red Cross Society’s to support communities in need
implications of our changing strategic
(VRCS) 2013-2017 Strategic plan. This
environment helped shape our Investing in youth and
strategy is also aligned with Strategy
strategy. volunteerism to deliver an even
2020 (endorsed by VRCS in 2009
Key trends identified include: greater humanitarian action
during the IFRC General Assembly)
and the VRCS-endorsed The impact of climate change in In this context, VRCS has formulated its
recommendations from the Vanuatu and how the lack of strategic objectives and outcomes to
Organizational Capacity Assessment access to safe water has position VRCS to make a tangible
Certification (OCAC) processes affected public health and food difference to communities in Vanuatu.
conducted in 2014. In addition, this security across the country
strategy is aligned with the 2016 Pacific
How the disaster-prone nature
Commitments adopted by 14 Red
of the country requires urban
Cross Societies in the Pacific in
and rural community
October 2016.
preparedness
Since 2014, VRCS leadership has
Increasing expectations that
embarked on a long journey to
humanitarian organizations are
consolidate various internal Jacqueline de Gaillande
transparent about the use of
assessments and reflective processes
funds and their impact on the Chief Executive Officer
into this revised strategy. In October
communities they serve
and November 2016, the VRCS
Governance and Senior Management With these trends come opportunities
6Strategic Framework 2017-2020
Our Targets
Strategic Aim One Strategic Aim Two
Save lives and strengthen resilience to Enable healthy and safe living
disasters and crises
200 men and women trained for 5,000 people with improved water,
Emergency Response Teams sanitation and hygiene
Pre-positioned disaster relief stock 40 new communities reached with
for 1500 households CBHFA activities
30,000 people reached with A volunteer health emergency
disaster risk reduction and climate response team established and
change adaptation activities trained
300 people reached with livelihood 2,500 people in urban areas with
activities improved knowledge of how to
combat NCDs
Strategic Aim Three Strategic Aim Four
Promote social inclusion and a culture of Build a stronger, self-sustainable,
non-violence and peace accountable and diverse National Society
100% staff and active volunteers 2 major fundraising events
trained in gender, protection and conducted by each branch every
inclusion year
50 communities reached with 500 financial members
message of non-violence
Funding arrangement established
250 young women trained in basic with Vanuatu government
life skills
2000 commercial first aid
Gender & diversity policy customers
produced and adopted
500 active volunteers
Vanuatu Red Cross Society Strategic Plan 2017-2020 78
Strategic Aim One
Save lives and strengthen resilience to disasters and crises
training, simulations, participation in It is widely acknowledged that climate
Responding to disasters and
relevant networks and establishing change, coupled with urban migration
building community resilience is effective and reliable modes of and prevalent poverty have had a
an essential element of VRCS communication with its branches. deep effect on the livelihoods and
strategy and is one of the areas VRCS will ensure its disaster
preparedness of the urban population.
VRCS hopes to launch an urban
where the National Society has preparedness is maintained through
resiliency program that focuses on
the most experience. VRCS successful pre-positioning of NFIs in
creating income generating
key geographical areas and regular
seeks to build on this experience opportunities for vulnerable
training of Emergency Response
and to continue strengthening households, specifically within informal
Teams. Disaster risk reduction (DRR)
its service delivery in this sector. programs and the participation of new
settlements.
The National Society seeks to ensure and existing community disaster and
that its branches and HQ maintain a climate change committees (CDCCCs)
high level of readiness in the face of will play a large role in improving
future emergencies through relevant preparedness at the community level.
1.1 Ensure effective and coordinated disaster response
Improve readiness of branches to respond to disasters
Strengthen logistics capacity
Strengthen partnerships with NDMO and other humanitarian actors
1.2 Assist communities in high risk areas to prepare for and respond to disasters
Work with CDCCCs to prepare communities for disasters
Establish resilient livelihoods for communities
Focus on climate change adaptation as a high priority
Vanuatu Red Cross Society Strategic Plan 2017-2020 9Strategic Aim Two
Enable healthy and safe living
and ability to practice good hygiene, is no exception. Lifestyle factors
Improving the health of
the National Society has identified contributing to the rise of NCDs are
communities, in particular WASH as a key area in which to focus particularly prevalent in urban areas. In
through increased access to activities. The core programs that addition, vector-borne diseases are a
water, better sanitation and VRCS would like to expand on include continuing issue. Vanuatu Red Cross
hygiene promotion through the has identified Community-based
good hygiene, is another
Participatory Hygiene and Sanitation health and first aid (CBHFA)
strength on which Vanuatu Red
Tranformation methodology, and methodology as a potential conduit
Cross will continue to build. increasing the access to safe water through which the public health needs
Water, sanitation and hygiene through the installation and/or of vulnerable communities can be
programs (WASH) have been a main rehabilitation of water sources and addressed and aims to expand the
activity of Vanuatu Red Cross for the facilitation of the Drinking Water Safety program to new areas in need.
last five years. The team also gained & Security Plan (DWSSP) program in
The Dengue Fever emergency
considerable experience implementing communities. Expansion of the WASH
response in early 2017 has highlighted
and managing WASH programs linked in schools program is also a key aim
the opportunity for VRCS to work in
to the TC Pam response operation. following the success of the pilot
partnership with the Ministry of Health
Coupled with continual threat of both implementation of this program in
on public health emergencies. The
sudden and slow onset disasters such 2016.
National Society aims to improve its
as Cyclone Donna and the drought like Non-communicable diseases (NCDs) preparedness to respond to these
conditions caused by El Nino which have been identified as a key public situations as requested by the Vanuatu
affect the populations access to water health issue in the Pacific and Vanuatu government.
2.1 Improve the health of vulnerable people through increased access to safe water, sanitation and hygiene
services
Improve community WASH knowledge, behavior and practice
Establish new WASH projects in areas experiencing high levels of water stress
Expand WASH in schools program
2.2 Increase access to health information and improve public health response
Work with the government to improve public health in emergencies
Establish programs targeting non-communicable diseases in urban areas
Expand CBHFA program to new areas
10Strategic Aim Three
Promote social inclusion and a culture of non-violence and peace
working towards greater equality. term programs seek to encourage
As a cross-cutting issue, VRCS
VRCS aims to promote the communities to prevent and respond
seeks to ensure that its empowerment of young women in to inter-personal violence towards
programs integrate gender their communities through the vulnerable groups.
balance and are inclusive of the provision of life skills training.
Gender, Protection and Inclusion (GPI)
most vulnerable groups The incidence of physical and sexual will continue to be an important cross-
including elderly, the disabled, violence in Vanuatu is extremely high, cutting theme in the work of VRCS in
with over 60 per cent of women and the next five years. Work will focus on
women and children. VRCS
girls experiencing some form of mainstreaming GPI across all VRCS
programs seek to improve
violence in their lives. UN Women has projects. Strengthening of VRCS staff
equitable access to basic identified a serious lack of coordination and volunteer capacity and knowledge
services, considering different in response to cases of physical sexual in this area will be undertaken through
needs based on gender and and emotional abuse from formal regular training and monitoring.
justice agencies and medical and
other diversity factors. To continue its work in this area
counselling services. It has also
beyond 2017, VRCS will require further
It is acknowledged that gender identified a lack of clear and consistent
support. The National Society is also
inequality is a significant barrier to the information on the fundamental rights
hoping to develop a new Gender and
participation and representation of of women and children, the laws that
Diversity policy, to guide the Society in
women in the community. Targeted protect them and how they can access
its incorporation and implementation
programming can assist in meeting the the formal justice system. VRCS long-
of GPI elements.
needs of vulnerable groups as well as
3.1 Assist communities to address the needs of the most vulnerable, including disadvantaged and marginalised
groups
Provide training on protection and inclusion to CDCCCs and other community groups
Improve awareness of gender and diversity principles amongst VRCS volunteers
Establish programs targeting vulnerable groups
3.2 Ensure principles of gender, protection and inclusion are mainstreamed in all VRCS activities
Aim for diverse representation in all VRCS activities
Actively monitor our success at implementing inclusive activities
Practice inclusion and promote diversity in our human resources
3.3 Support communities to promote a culture of non-violence and peace
Encourage community action to eliminate violence
Strengthen partnerships with local organisations working in violence prevention and response
Vanuatu Red Cross Society Strategic Plan 2017-2020 11Strategic Aim Four
Build a stronger, self-sustainable, accountable and diverse National Society
One key recommendation is that the strategic aim will be improving VRCS’
Enabling action 1 of IFRC
legitimacy of VRCS is strengthened by communications and dissemination to
Strategy 2020 seeks “To build increasing the number and diversity of the public and key stakeholders on
strong National Red Cross and its members. It is expected that an VRCS role and work. Effective
Red Crescent Societies”. It is the added benefit will be increased local communications will improve VRCS’
resource mobilisation. ability to mobilise resources, to recruit
foundation stone on which the
volunteers and members and,
success of the VRCS strategy will Another equally important element in
importantly, to cement the relationship
the strengthening of VRCS is the
be built. This strategic aim looks with the Vanuatu government as an
empowerment and strengthening of its
to improve structures, systems auxiliary organization.
branches. This will involve fostering a
and services of the National sense of ownership to improve the
Society. outcome of their service delivery,
encouraging branches to mobilise
The Organizational Capacity
local resources and increasing financial
Assessment and Certification process
autonomy.
(OCAC) and Branch Organizational
Capacity Assessment (BOCA) are key While the VRCS has quite a number of
tools developed by the IFRC unrestricted income streams, they are
Secretariat to support Strategy 2020, in largely insufficient to cover the
building stronger national societies. It National Society’s needs. The restricted
is important to highlight that VRCS has income streams are very much linked
welcomed and endorsed the to the donor funded projects. It is
recommendations from these two critical that VRCS implement significant
processes. To best inform the and regular resource domestic
formulation of Strategic Aim 4, the mobilization and fundraising strategies
recommendations from both the that will increase the National Society’s
OCAC and BOCA process have been domestic income.
integrated.
Another key area for improvement is
The Vanuatu Red Cross Society’s the need for increased engagement
constitution clearly determines that the and recognition of youth volunteers.
General Assembly is the highest VRCS is hoping to commence a
authority within the Society and is program designed to remedy this
responsible for the election of the situation by increasing youth
National Board by the members. At engagement and strengthening the
the moment it is acknowledged that volunteer base.
VRCS holds a very small membership
Central to the achievement of this
base, which weakens its legitimacy.
124.1 Strengthen governance
Establish systems to ensure a strong and accountable board
Recruit a more representative and diverse membership
Increase awareness of Red Cross and its auxiliary role to the Government
Clarify roles, relationship and authority of the board and management
4.2 Strengthen branches
Establish systems to ensure strong and accountable branch committees
Recruit a membership base in each branch
Assist branches to engage in local fundraising activities
4.3 Strengthen fundraising and finance systems
Establish new methods of fundraising
Strengthen commercial first aid program as a main source of funding
Invest in finance development
Improve visibility of the Society and our work
4.4 Strengthen volunteer program
Recruit more skilled volunteers
Establish a more effective volunteer data management system
Train more volunteers in emergency response
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