SAVE THE CHILDREN AUSTRALIA STRATEGY Building a better world for and with children

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1 SAVE THE CHILDREN AUSTRALIA STRATEGY Building a better world for and with children

2 LETTER FROM THE CEO I am immensely proud of what we have achieved for the world s children over almost 100 years. We have made significant progress in reducing the number of children who die from preventable causes. We have helped more children access quality education. We have protected children from harm. We have supported children to achieve their rights. This progress only makes us more ambitious. Together, we want to end preventable deaths of children, ensure that all children receive a quality basic education, and protect children from violence. We also live in one of the most disaster prone regions in the world. Whether in Australia or overseas, we must work even harder to protect children on the frontline. But we are working in a tougher and more challenging environment. To achieve our ambition, we need to be an organisation that adapts quickly to change. We need to find innovative ways to achieve positive outcomes for children, respond to increasing donor expectations, capitalise on new technology opportunities and find fresh ways of engaging our partners and supporters. We need high performing people who share the organisation s values and support our purpose. Our Strategy provides a clear vision, goals and actions to guide us in this direction. Our three year strategy brings us together as a global organisation and ensures we continue to adapt to the new challenges and opportunities we face. I look forward to working with you on achieving our goals, which will ultimately improve the lives of children in Australia and around the world. Together, we can make a real difference. Paul Ronalds CEO, Save the Children Australia Save the Children Australia Strategy 1

3 SC AUSTRALIA S STRATEGY WHAT SURVIVE No child dies from preventable causes before their fifth birthday LEARN All children learn from a quality basic education BE PROTECTED Violence against children is no longer tolerated WHO We will focus on children who are the most deprived and marginalised. We will work to achieve the rights of all children, but we will put children who are the most marginalised and deprived first in our own work and advocate for others to do the same. We will judge our success against our ability to reach these children. Creating positive impact for and with children Drive high quality and effective programs Influence the public and policymakers Lead the humanitarian sector in Asia-Pacific HOW Fuelling change with partners and supporters Build a sustainable and trusted organisation Deepen our engagement with partners and supporters Collaborate to create real and lasting change Being a great place to work Make it easy to get things done Be agile and adaptable Attract and retain the right people Save the Children Australia Strategy 2

4 SC AUSTRALIA S FOCUS IS AUSTRALIA AND THE ASIA PACIFIC REGION In Australia Context Despite Australia s high standard of living, thousands of children struggle to reach their potential because they don t have equal access to education, health and support services. Indigenous children are particularly affected and Closing the Gap targets, established to address this disparity, are not on track to be met. Indigenous young people are 24 times more likely to be incarcerated than other Australian youth. Migrant and refugee children and families are subject to rights violations in regional processing centres. Many also feel isolated when they settle in Australia. Our focus Working with the hardest to reach, most vulnerable communities and advocating to protect their rights. Working with families to increase their knowledge and skills and ensure children are protected from abuse and neglect. Working with disengaged youth, increasing their pathways to education and employment. Consolidating our early childhood care and development programs, improving educational outcomes and transition to school, and campaigning to ensure all Australian children are school ready. Developing our strategy for improving the health of disadvantaged children in Australia. In the Pacific Context In our neighbouring countries, a generation of children are growing up with violence, particularly sexual violence, as a norm. Health and education systems are weak, affected by poor governance and low social accountability. High rates of maternal and infant mortality, and poor child health. Poor access to quality early childhood development programs and low value placed on education for girls. Pacific countries rank among the most vulnerable in the world to natural disasters and to climate change. Our focus Protecting children from all forms of violence through community based prevention and response, systems strengthening and advocacy. Community based early childhood programming including transition to school and school governance strengthening. Scaling up existing primary health care programs to reduce maternal and child mortality. Prioritising gender and climate change in our work. Building the capacity of the Pacific countries to prepare for and respond to disasters. In Asia Context Asia is home to 57% of the world s children. Despite significant economic growth, there are stark contrasts in the standard of living between and within countries. Vulnerable groups have minimal access to health and education services. Urbanisation and slum living brings challenges in housing, transport, employment and basic services. Migration is rising, with displaced and stateless people often unable to access services. The region is vulnerable to hazards, such as natural disasters and conflict, which sets back progress. Our focus Preventing violence against children and ensuring children have appropriate care; advocating to protect children on the move. Providing early childhood and early years education and working to improve teacher quality and systems. Focusing on maternal and child health programming, nutrition, water and sanitation. Supporting communities and local authorities to prepare for and manage the risks of disasters and climate change, and responding to disasters. Save the Children Australia Strategy 3

5 CREATING POSITIVE IMPACT FOR AND WITH CHILDREN Drive high quality and effective programs Measurable progress against our breakthroughs, using the targets we set for the strategy period. Working to meet all three breakthroughs in Australia, Asia and the Pacific. Proven, recognised, high quality programs in Australia, Asia and the Pacific. Set and measure targets for our impact, aligned to Save the Children s breakthroughs, global results framework and other leading practice frameworks. Develop a ten year plan for at least one community per Australian state. Develop and implement a plan to build Collective Impact skills, recognising that the skills we need depend on context. Develop our strategy and approach to health in Australia; put the strategy into action. Establish ourselves as the lead agency working to prevent violence against children in the Pacific with a long term strategy in place. Strengthen partnerships with SCI Country Offices to deliver programs most effectively. Improve the feedback we receive from Country Offices and improve program quality. Capture data and conduct evaluations that assess and improve our quality and effectiveness. Save the Children Australia Strategy 4

6 CREATING POSITIVE IMPACT FOR AND WITH CHILDREN Influence the public and policymakers Measurable progress against our advocacy change objectives linked to the breakthroughs. Centre for Evidence and Implementation is sought after and highly respected, with annual turnover over $5m. Maintain position as #1 quoted NGO in the media. Increase our profile, influence and appeal with audiences including universities, mainstream and social media, and State and Territory governments. Well resourced and influential advocacy capability for children in the Pacific. Engage with 1 million people in our public advocacy campaigns and recruit and maintain a database of 80,000 active advocacy supporters. Engage 6000 school-age children in Australia through child advocacy programs. Define clear change objectives for our advocacy priorities and make definitive progress against them. Establish the Centre for Evidence and Implementation to promote effective and evidence based policy and program interventions for children in Australia, including in our own programs. Government relations plans in place and achieved at Federal, State and Territory level. Establish an advocacy capability for children in the Pacific. Launch an Australian-specific campaign aligned to the global campaign on the issue of children left behind. Build our child-centred and child-led advocacy and campaigning program to empower more young Australians. Zoe Daniel, journalist and ABC Correspondent Save the Children Australia Strategy 5

7 CREATING POSITIVE IMPACT FOR AND WITH CHILDREN Lead the humanitarian sector in Asia-Pacific Interventions are in place in Asia-Pacific, including the Emergency Health Unit, Education in emergencies and children on the move. Pacific countries have improved capacity to prepare for and respond to disasters students engaged with the Centre for Humanitarian Leadership and $15m of activity over three years. Increasing ownership of the humanitarian space in the minds of Australians, with a reputation in the Top 3 for humanitarian response. Scope and pilot the Emergency Health Unit. Develop the Children on the Move strategy and roll out in the Asia-Pacific region. To prepare for disasters in the Pacific, develop logistics plans and emergency preparedness plans; preposition stocks; and train Pacific-based staff through formal training and emergency preparedness planning. Grow the Centre for Humanitarian Leadership to build a more effective humanitarian system. Establish and implement a plan for engaging with corporate, media and marketing partners on humanitarian issues. Embed humanitarian capabilities and position as part of the brand relaunch. Save the Children Australia Strategy 6

8 FUELLING CHANGE WITH PARTNERS AND SUPPORTERS Build a sustainable, trusted organisation A financially sustainable organisation, with increasing funding available to allocate to new programs or initiatives. Unrestricted income growing at 10% annually. Increased awareness of the Save the Children brand in Australia, measuring 80% prompted awareness and 7% unprompted awareness. Programs funded from restricted income fully recover the cost to run the program, including support services. Define and meet our environmental sustainability targets. Relaunch Save the Children Australia s brand and tone of voice internally and externally. Ensure it is consistently used throughout all communications and platforms. Optimise and diversify our unrestricted portfolio of income to maximise return on investment. Invest in more profitable models and channels to raise unrestricted income, such as bequests, Workplace Giving, cause-related marketing, community fundraising, digital. Grow net income from our retail shop network and increase linkages with SC Australia s brand, programs and supporters. Change the way we cost new programs that are funded from restricted income, so that the income covers the full cost of the program (including the finance, HR and IT support required). Agree and implement our volunteer strategy Establish and meet tiered service levels for corporate and philanthropy based on the value of the partnership. Develop the model for our Centenary campaign. Improve our tracking of our environmental performance and reduce our impact through delivering on our Year 1 initiatives in our Environmental Sustainability Plan. Save the Children Australia Strategy 7

9 FUELLING CHANGE WITH PARTNERS AND SUPPORTERS Deepen our engagement with partners and supporters Leading the sector (in the top quartile) in lifetime value of supporters. Leading the sector (in the top quartile) in supporter engagement. Supporter numbers growing at 10% each year. Establish supporter and partner engagement and satisfaction measurement and complete baseline measurement. Establish supporter led culture and decision making, based on actionable supporter insights. Finish implementing Customer Relationship Management (CRM) system and other marketing automation tools to deepen supporter relationships. Implement the first phase of our content strategy; transforming the way we engage with existing supporters so they are confident in the impact they help create. Embed the Corporate and Philanthropy Development Council as a core part of supporter and partner engagement. Establish the definitions and methodology to measure the lifetime value of supporters. Map the ideal supporter experience to better attract, convert and increase the lifetime value of supporters, ready for implementation in Save the Children Australia Strategy 8

10 FUELLING CHANGE WITH PARTNERS AND SUPPORTERS Collaborate to create real and lasting change Total income of at least $150m. Scale and sustainability in our region, with annual programming spend of over $34m in Australia and $25m in the Pacific. Known as the partner of choice in creating positive impact for children, by large institutional donors, governments, corporates and high value donors, maintaining or growing our share of funding from key donors. Strong reputation with the public, with 5% growth each year in our RepTrak score. Build and maintain strong relationships with institutional donors and Federal, State and Territory governments through improving our business development capability. Develop new business model concepts to maximise engagement with supporters. Develop greater sophistication in philanthropy, including development of thought-leadership initiatives, increasingly tailored proposals, and greater stewardship for high value donors. Continue to develop tailored Shared Value initiatives that address key challenges and meet the strategic goals of our partners. Create stronger connections between our partners and our work, including by measuring partnership impact. Save the Children Australia Strategy 9

11 BEING A GREAT PLACE TO WORK Make it easy to get things done Over 80% of finance, human resources and IT processes are measured as efficient and effective. Policies, procedures and how to guides are easy to access and follow. Core systems and processes are aligned with the global organisation. Result of 60% for questions related to systems and processes in our engagement survey. Launch a single help desk to provide all staff in Australia and the Pacific with one point of contact for all their finance, IT and human resource queries. Transform our policies and procedures into useful, living documents. Use consistent easy to follow formats and language, provide regular training, and make sure they are accessible to a range of audiences. Establish KPIs to monitor the effectiveness and efficiency of key processes. Invest in global systems and processes including Human Resources Information System (HRIS); Award Management System (AMS); Project Reporting, Information Monitoring and Evidence (PRIME); provide SC Australia s requirements and roll out global solutions in Australia and the Pacific. Leverage global standards around child safeguarding, safety and security. Ensure we have best practice, operationally suitable systems and processes. Save the Children Australia Strategy 10

12 BEING A GREAT PLACE TO WORK Be agile and adaptable Meet targets for programs funded through the Innovation Fund. Result of 70% for the Collaboration and Communication category of our engagement survey. A culture of continuous improvement exists across all support functions, using the Save the Children global continuous improvement methodology. Agile project management methodology is used on relevant projects and activities. Known as an agile, innovative organisation, winning grants for new program models. Disburse the first tranche of funding for the Innovation Fund for children in Australia. Make sure our working environment enables an agile and collaborative culture; relocate to new premises in Melbourne and several other Australian states. Embed a culture of continuous improvement in support functions, train staff on the agreed global methodology and use it for process improvement work. Embed innovative ways of working and agile project management capabilities, especially in the digital team. Work with Save the Children members globally to share learnings and best practice. Save the Children Australia Strategy 11

13 BEING A GREAT PLACE TO WORK Attract and retain the right people Increase in Aboriginal and Torres Strait Islander representation in our workforce, making up 35% of staff in Australian Programs and 3% outside of Australian Programs. Engaged staff, measuring 70% in our annual survey. The best people want to work at Save the Children Australia, with regrettable turnover at 15%. An effective approach to recruitment, with less than 5% of new staff leaving within their first 6 months at Save the Children. Adopt a new Reconciliation Action Plan that brings together and build on Save the Children s and Good Beginning s earlier plans. Increase employment of Aboriginal & Torres Strait Islander staff across the organisation. Increase career opportunities for our staff locally and globally. Create opportunities for ongoing learning and development, focusing on leadership, management, child safeguarding and safety. Improve employee engagement including developing and implementing action plans for each department. Develop a cost-effective recruitment and selection strategy to improve quality of hire and management of our employment brand. Refine performance management tools and processes to be more meaningful and integrated (including the role of clinical supervision). Save the Children Australia Strategy 12

14 BECOMING THOUGHT LEADERS BY SPEAKING WITH ONE VOICE We identified priority issues because we are stronger with an aligned, shared voice. We will build our credentials as a thought leader by speaking with one voice on these issues for three years, with the whole organisation coming together at certain times, taking aligned approaches across public-facing departments. On the frontline, saving lives Hunger and Nutrition Children left behind Emergencies Global with Pacific focus Australia Global These issues were identified based on: Alignment to our current and future programming footprint; Fundraising potential; Shared value / partnership potential; Clear policy / advocacy objectives, and Brand alignment. Save the Children Australia Strategy 13

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