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Christian Aid Zimbabwe SMT

The team behind Christian Aid Zimbabwe

Nigeria Partnerships: Call for Expression of Interest

Christian Aid Nigeria is inviting civil society organisations and faith-based organisations from across Borno, Benue, Kaduna, Plateau, Nasarawa, Edo, Anambra States and FCT of Nigeria to apply for partnership.

Guidance on whistleblowing

It is the duty of every employee to speak up about genuine concerns in relation to criminal activity, breach of legal obligation (including negligence, breach of contract, breach of administrative law, miscarriage of justice, danger to health and safety or environment) and the cover up of any of these in the workplace. Christian Aid is committed to ensuring that any employee's concerns of this nature will be taken seriously and investigated, and as part of this commitment has developed this guidance note on whistleblowing.

Safeguarding policy

Christian Aid is committed to protecting the dignity and rights of every person, and works with those that are committed to supporting poor and marginalised communities to eradicate poverty and promote basic rights and justice. This includes the rights of

Attending a webinar

Christian Aid runs lots of webinars, online talks and training for our volunteers – but if you’ve never attended one before, you might be a little worried about what to expect.  In this handy guide, you’ll learn how to connect and participate in these online sessions, what you’ll see on your screen and where you can get further help.

Health Facility Assessment Report

How prepared is our healthcare system for the COVID-19 pandemic? Existing health care delivery system both in the public and private sectors were assessed through a survey labelled Health Facilities Assessment (HFA). This survey was conducted by Christian Aid partners and led by Christian Aid Nigeria in three states across 12 Local Government Areas (LGAs). The objective of the survey was to assess the existing health services profile, physical infrastructure, equipment/supplies, human resources, auxiliary services and quality of health services been rendered to the communities. This is a five-month project funded by DFID and being implemented by Christian Aid Nigeria and Afghanistan through local partners. In Nigeria the intervention is implemented by a local consortium led by Christian Aid Nigeria and four local partners: Mercy Vincent Foundation (MVF) and Ekklisiyar Yan’Uwa ‘a Nigeria (Church of the Brethren in Nigeria) leading project activities in Borno state, Legal Awareness for Nigerian Women (LANW) is leading activities in Kaduna state while Community Links and Human Empowerment Initiative (CLHEI) is responsible for Benue state.

Building Trusted Partnerships for Healthy and Resilient Communities

The health legacy project is implemented in five African countries; Burundi, Sierra Leone and South Sudan, Nigeria and Kenya. By August 2019 the project had completed two years of implementation. The project addresses the issue of gender justice, promotes equitable social norms and institutions, and improves accountability by building the agency of citizens. Evidence has shown the project to have positive impacts on lives of our beneficiaries and their communities. This includes improved resilience of families and communities, especially those in fragile and resource-challenged settings. They are better prepared in terms of ability to anticipate, identify, and respond to health risks.

Christian Aid’s gender pay gap report 2019-2020

A 2-page report from our Chief Executive, Amanda Khozi Mukwashi. The report covers: A comparison of both the mean (average) and median (mid-point) in the hourly rate we paid to men and women on 5 April 2019 How our gender pay gap is driven, according to our analysis How our gender pay gap compares to organisations across the UK and within our sector What we're doing to address the gender pay gap at Christian Aid

Agriculture scorecard

A report which assess the issues and recommendations, and checks whether they've been implemented by the MDAs.

Christian Aid Launches Nationwide Youth Development Fund

Christian Aid Nigeria has provided £30,000 as seed grants to six youth led/focused organisations across the six geo-political zones of Nigeria. Working in partnership with leading youth Non-Governmental Organizations, Connected Development (CODE) and YouthHub Africa, through and innovative fund approach, a nationwide Youth Challenge Fund was launched to address the marginalization of young people in governance structures by providing young people with the opportunity to deliver innovative solutions to identified challenges within their communities.  The project seeks to increase youth participation in community development and ensure youth become partners and leaders in development — where they are charged with creating a sustainable change that is measurable in their community.  Speaking during the launch, Christian Aid Nigeria’s Country Director, Charles Usie said: “The fund is in recognition of the immense capacity of young people to address some of the growing developmental challenges across communities in Nigeria, if given the opportunity and required resources. We have therefore put this in place as part of our mandate to end poverty in Nigeria.”  According to the Chief Executive of CODE, Hamzat Lawal, the government must understand the growing importance and potential of young people and consider their contribution to nation building. Lawal called for increased financing, education and technical support for Nigerian youth as this can greatly impact on the future of the country. He also urged the Federal Government to fulfil its obligation to the youth by increasing youth participation on all policies that affect young people. Through funding from Christian Aid, CODE will sub-grant the selected organisations with a total of Thirty thousand pounds for their innovation to solve some of the difficult challenges limiting young people. While many projects of this nature seek to work with young people in the urban areas, the project will work with youths who are typically marginalised, excluded and who otherwise would have limited access to participation. CODE’s project lead, Lucy James, stated that young people have some of the most promising solutions to contemporary problems and we hope to learn from this, especially from those in the grassroots who have the capacity to act, utilizing their skills and ability to improve their own lives. The Sub-grantee Organisations: Foundation for Equitable and Sustainable Human Advancement (FESHA) is a youth led disability inclusion organization focusing on Health, Advocacy, and economic empowerment. It seeks to empower people living with disabilities with information on the provisions of the law, rights and obligations of disabled persons as citizens. Justice Development and Peace Caritas [JDPC] Nnewi is a Faith Based Organization that has Youth Empowerment and Development as one of the core thematic areas of its operation. It aims to strengthen participation of youths in Government policy implementation for Communal Development and Peace Building. Women and children in support of community development initiative (WOCCI-Nig) is a national Non-Governmental Organization that seeks to provide community based programs that provide access to education, health, emotional and psychosocial services, and economic opportunities to vulnerable individuals and households. Increased resilience and sustainable livelihood of youths within project communities Hope For Family Development Initiative (HFDI) is an initiative that seeks to improve the lives of marginalized and vulnerable groups. HFDI believes that marginalized and vulnerable groups are faced with unique issues and challenges which require empowerment, skills acquisition training and better community understanding for them to cope with their exceedingly difficult conditions. Spotlight for Transparency and Accountability Initiative levitates standard of transparency and accountability in government (subnational governments) through citizen participation in governance. This project seeks to empower young people across 17 LGAs in Yobe State through multidimensional Capacity building on how to hold government to account for their spending using digital technology and improve service delivery on Health, Education and WASH Access to Learning and School (ATLAS) Initiative is creating a platform called Enriching Lives Through Education (ELiTE) to empower young girls and boys in Ikorodu LGA, aged 17-25 with essential life skills, functional skills and access to platforms for learning - ensuring access to inclusive and equitable quality education.

National Revenue Authority scorecard

A report which assess the issues and recommendations, and checks whether they've been implemented by the MDAs.

Health scorecard

A report which assess the issues and recommendations, and checks whether they've been implemented by the MDAs.

Education scorecard

A report which assess the issues and recommendations, and checks whether they've been implemented by the MDAs.

Report: How credible is the Government budget?

This budget credibility report examines the extent, nature, causes and consequences of deviations from approved budgets and policies from 2017 to 2019.  

How Christian Aid pays its staff

The effective stewardship of resources is core to the vision and values that underpin Christian Aid’s work in seeking to bring about a fairer, more equitable world. We recognise the important responsibility we have to the poor communities we work with, our donors, supporters and the general public, to ensure we are open and transparent on how we use the funds that are so generously donated for the work we undertake.  We are committed to ensuring value for money in everything we do and this includes how we remunerate our staff. We operate a policy that is fair, equitable and consistent to attract, motivate and retain capable staff that have the skills and experience we require to implement the work we do.  What are our pay principles? Our salaries are set within in a policy that reflects the values and ethos of the organisation, benchmarking against other comparable charities and church organisations at a level that is just below or at the median of these comparators. The basic principle for determining salaries is that employees carrying out the same or similar jobs in the same location are paid the same or similar salary. Salaries differ where jobs are of a different size, complexity, responsibility and accountability. Tackling global poverty and social injustice is highly complex and we value the contribution that each individual employee makes to our organisation’s success. Our approach to reward is guided by the following principles which are applied equally to all our staff wherever they are located and whatever their position:  We will provide a total reward package which recognises contribution to the achievement of our aims. Our reward offering will be competitive in the marketplace from which we draw the people we need.  The reward decisions we make will be consistent and based on objective assessment of our organisational needs.  Wherever we can we will offer flexibility and choice so that individuals can achieve what is most relevant and has most value to them.  We will make arrangements which comply fully with relevant legislation wherever we are operating. How is pay governed? The implementation of our remuneration policy, which is set by the Board, is overseen by the Remuneration Committee. This committee has delegated authority to provide governance oversight and input on all matters concerning the principles and policies governing the pay and benefits of Christian Aid staff. Its responsibilities include: To consider any suggested changes to those principles and policies and make recommendations to the Board. To make recommendations to the Board for any necessary adjustments, consistent with affordability within agreed budget parameters. To collect and consider evidence of movements in the external pay market as it affects Christian Aid, and to make recommendations to the Board for any necessary adjustments required to ensure Christian Aid is able to recruit and retain appropriately skilled staff to implement its strategy effectively. To make recommendations from time to time to the Board on the broad policy framework and overall costs of the remuneration of the Chief Executive and the Directors and to determine the salary of the Chief Executive. Our lower salary band for all employed staff in the UK and Ireland is above the Living Wage, as is the salary of all third party contracted cleaning staff employed in our UK and Ireland regional and national offices. Christian is an accredited “Living Wage Employer”. For salaries of staff based in the UK and Ireland, the Board has adopted the “Hutton Fair Pay Review” recommendation which limits the differential of pay between the highest paid person and others, using a ratio based on the median salary. The Board has set this ratio at 4:1 on UK salaries. The salaries for our internationally based staff are set within their local employment market, against a benchmark of other comparable organisations, consistent with our overall remuneration policy. Further information on what we currently spend on salaries, including the salary of the Chief Executive, can be found in our 2016/17 Annual Report. How much is Christian Aid’s Chief Executive paid? Christian Aid’s Chief Executive, Amanda Khozi Mukwashi, earned £132,000 last year. We recognise that this is a large sum of money. Christian Aid makes every effort to avoid paying higher salaries than are necessary. We pay our staff salaries the same as, or below, the median of other church-based and/or international development agencies. A recent survey of UK charities showed that we pay significantly below the average pay of £167,000 for CEO’s of the top 100 charities, in terms of income, in the country. The Chief Executive role carries an immense amount of responsibility. This includes the stewardship, governance and oversight of how we spend our £106m annual income, the welfare of up to 900 staff and the projects we support to help lift millions of people out of poverty. Within Christian Aid we are committed to the idea that transparency empowers – that’s why we’re already one of the most transparent organisations in the sector. We’ve always been clear on who earns what and we’re accredited with the highest international standards of transparency. How do we manage annual pay reviews? Each year, Christian Aid conducts an annual pay review of staff salaries. In the UK and Ireland we calculate inflation rates using the average of Average Weekly Earnings Index (AWE) and the Consumer Price Index (CPI). Any inflationary award or other necessary adjustments made on salaries are subject to affordability. For our internationally based staff we use country data from the International Monetary Fund (IMF) for calculating cost of living increases for country offices. Adjustments are implemented on April 1. Contact us

Another chance to live and thrive

Amina Sani lost everything when Boko Haram attacked her village in 2015. Like many other people living in Gora, Shani Borno State Nigeria, Amina and her family returned to their village with all means of livelihood gone, everything destroyed. As a mother of 7, making a living as a potter proved hard. So, when Amina was enlisted to be part of a saving and loans scheme, and trained in business skills, supported by Christian Aid and WFP, she was extremely grateful. ‘May Christian Aid live long’. Amina prays. To support her children, Amina has remained extremely committed to the saving and loans scheme. With an initial seed fund of N12,000, Amina borrowed a further N5,000 from friends, just enough to start a grain business. Within weeks of buying and selling grain, Amina paid back her loan and invested in buying mobile network cards, which she now sells as well as grain. Now, when Amina sells her grain, she makes N1,000 per bag. The mobile network cards are also profitable, and she makes 10% profit on her investments in this area of her business. ‘Being a member of Christian Aid’s saving and loans scheme was a turning point in my life’, Amina says. She explains that making clay and pottery was previously not profitable, and that her new business has made life much easier for her and for her family. It has given her another chance to live and thrive. ‘My children now eat well’ Amina explains, and she is happy that her last child is active and happy. Amina is one of many women from Gora Village, Shani Borno State who have turned their lives around through the support of this project.

Socialise to Immunise: boosting vaccination uptake through Facebook

In Myanmar's Kachin state only 54-60% of children under 2 years have received all basic vaccinations. However, the rates for individual vaccination of children is much higher, such as 91.2% for the BCG vaccine.[i] We know that vaccine hesitancy is a complex issue. The WHO identifies three main driving factors; confidence, complacency and convenience. Conventional methods to increase basic child vaccination rates, mostly target caregivers directly to increase people’s knowledge and thus change attitudes and behaviour. Our own research shows that social networks have a strong influence on immunisation behaviour.[ii] An important factor in this respect is the ‘social bandwagon effect’, meaning that caregivers do what everyone does, adhere to the social-cultural norm regarding vaccination, which can be to either follow or not follow the vaccination schedules. The slightest increase in uptake by influential individuals in a group leads to positive spillover in the wider community.[iii] Our Socialise to Immunise project will be piloting and testing an unconventional approach, using Facebook. This interactive approach, based on the premise that the social norm of vaccination behaviour is strongly influenced by peer pressure (social bandwagon), will involve and connect different stakeholders in the vaccination-demand process: caregivers, household decision-makers, community immunisation champions, community members, health care providers. This approach is innovative as it will trial a digital social network which simultaneously addresses the three driving factors as identified by WHO. This update shows how the first stages of the project are progressing and some learnings we are taking forward. [ii] Shi et al., Voluntary vaccination through self organizing behaviors on locally mixed social networks, Scientific Reports 7, 2017 (2665) [iii] Buttenheim AM, Asch DA. Behavioral economics: the key to closing the gap for MDGs 4 and 5? Maternal and child health journal 2013; 17 (4): 581-5 [i] Myanmar Demographic and Health Survey, 2015-2016

Socialize to Immunize project phase 1 two pager

Socialize to Immunize phase 1 two pager