Skip to main content

We found 49

Showing 1 - 18

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

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

Prayer for those affected by Cyclone Idai

A prayer for all communities affected.

Safeguarding policy, Spanish (PDF)

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 the children and adults. The guiding principle of our Safeguarding Policy, here translated into Spanish, is that Christian Aid believes that it is always unacceptable for children, young people, or adults to experience any kind of abuse.

Safeguarding policy, Portuguese (PDF)

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 the children and adults. The guiding principle of our Safeguarding Policy, here translated into Portuguese, is that Christian Aid believes that it is always unacceptable for children, young people, or adults to experience any kind of abuse.

Safeguarding policy, French (PDF)

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 the children and adults. The guiding principle of our Safeguarding Policy, here translated into French, is that Christian Aid believes that it is always unacceptable for children, young people, or adults to experience any kind of abuse.

A FAIR deal for IDPs 4: Agenda 2030

Agenda 2030 offers an unrivalled chance to ensure that response and aid delivers for IDPs. What does it need to succeed?

A FAIR deal for IDPs 3: Funding

How can we address the root causes of - and put an end to - long-term displacement?

LPRR: Humanitarian response strand learning paper

The Linking Preparedness, Response and Resilience, a DEPP funded, multi-agency project, supported seven local NGOs in Kenya and Myanmar to develop and pilot operational methodologies for supporting integrated community-led responses to humanitarian crises. The project was funded by the START network through UK aid and was led by Christian Aid. The approaches tested by the project were based on the research carried out by Kings College London (KCL), on the on-going action-research of carried out by Local to Global Protection (L2GP) and on the ideas, capacities and contexts of the LNGOs themselves. The pilots test the application of the recommendations made by communities as captured by the KCL research of how to improve humanitarian programming. This learning paper summarises the key findings to date from seven of these pilots in 3 local organisations from Marsabit County of Northern Kenya, two from NW Myanmar (Rakhine State) and two from SE Myanmar (Kayah and Kayin States). Given the small budgets for the pilots and the very short timeframes for their completion, they are the first step for the seven LNGOs to test and develop some of the components of the emerging ‘practice’ for facilitating locally-led emergency programming.

LPRR final evaluation report

The Linking Preparedness, Response and Resilience (LPRR) project, which is part of the DFID funded Disasters Emergencies Preparedness Programme (DEPP), was carried out from 2015 to the end of March 2018. The project was delivered by a consortium led by Christian Aid, which included Action Aid, Concern, Help Age, King’s College London, Muslim Aid, Oxfam, Safer World, and World Vision. The LPRR project brings together the expertise of response and resilience professionals (and frameworks) in order to support communities affected by emergencies and at the risk of violence. The consortium was present through a research component in eight countries, namely Bangladesh, Democratic Republic of Congo, Philippines, Colombia, Indonesia, with pilot projects in Kenya, Pakistan and Myanmar. The project was delivered through three distinct strands: conflict prevention, humanitarian response, and learning.

LPRR knowledge co-development paper

Co-production is a process through which partners draw upon their own learning to feed into a collective knowledge creation process. It fits well within international development, humanitarian and resilience-building processes, where the multi-partner nature of many current projects ensures there is a multiplicity of perspectives that can be drawn upon. It can also be democratic – where all forms of knowledge are valued – and so create ownership; work to find a balance between theory and practice and strengthen (and build) technical capacity and process Co-production was explicitly employed in the Linking Preparedness, Resilience and Response (LPRR) project, part of the DFID funded Disasters and Emergencies, Preparedness Programme (DEPP). It explored how humanitarian response can be strengthened to enable (and not undermine) long term community resilience building. Christian Aid (CA) led the project with seven consortium partners – World Vision, Action Aid, Help Age International, Concern, Oxfam and Muslim Aid. The project collaborated with King's College London (KCL) who led the research function. The purpose of this practice paper is three-fold: To explore the learning environment amongst consortium partners i.e. group learning and the tools and processes employed to facilitate this To detail the challenges and enablers of an implementing NGOs, Christian Aid and other consortium partners, co-producing knowledge with an academic institute, KCL; and To assess how the project helped to build capacity amongst relevant agencies – including in-country partners.

LPRR: Empowering communities to lead humanitarian response

The DFID DEPP funded LPRR consortium is led by Christian Aid and includes Action Aid, Concern Worldwide, Help Age, King’s College London, Muslim Aid, Oxfam, Saferworld and World Vision. It aims to increase preparedness and resilience capacity in conflict and response settings. As part of the project, King’s College London University designed and implemented a study in Bangladesh, Colombia, the Democratic Republic of Congo, Indonesia, Kenya, Pakistan and the Philippines. It was one of the rare approaches which specifically asked 327 crises survivors and first responders from past humanitarian emergencies to draw upon their own experience and expertise to guide improved humanitarian response programming for long term resilience.

Christian Aid’s gender pay gap report 2017-2018

A report from our CEO, Amanda Khozi Mukwashi, on the gender pay gap at Christian Aid.

A FAIR deal for IDPs 2: Respect the laws protecting uprooted people

How can the laws to protect internally displaced people (IDPs) be respected?

Conflict prevention strand of the LPRR

The Linking Preparedness, Resilience and Response project (LPRR) was a consortium initiative, running from 2015 to 2018, funded by DFID through Disasters and Emergencies Preparedness Programme (DEPP). It was implemented by the START Network, under the management of Christian Aid. The project developed an ‘Integrated Conflict Prevention and Resilience’ (ICPR), methodology drawing on best practice of conflict sensitivity and resilience strengthening. The methodology was tested in ten communities across two contexts; Northern Kenya and North-West Pakistan. The aim of this paper is to describe the process of implementing these pilots and to gather learning about what worked well and what did not, in order to inform the design and implementation of future humanitarian and development initiatives in conflict-affected contexts.