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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

Tipping Point report

This report explores how the Covid-19 pandemic threatens to push the world's poorest to the brink of survival.

Pathways to Localisation: locally led humanitarian response (Arabic)

This Arabic-language paper presents a synthesis of the four national frameworks into one global localisation framework relevant for humanitarian practitioners, policy-makers and decision-makers. It outlines: The notable differences between the four national localisation frameworks, and reflect the diverse contexts specific to the very different operating environments and humanitarian crises in Myanmar, Nepal, Nigeria and South Sudan. A number of priority actions and areas common across the four frameworks, many of which link closely to existing localisation commitments, frameworks, and indicators which are referenced. The key areas included in all four national localisation frameworks, along with objectives, priority actions, and potential indicators.

Pathways to Localisation: locally led humanitarian response (English)

This paper presents a synthesis of the four national frameworks into one global localisation framework relevant for humanitarian practitioners, policy-makers and decision-makers. It outlines: The notable differences between the four national localisation frameworks, and reflect the diverse contexts specific to the very different operating environments and humanitarian crises in Myanmar, Nepal, Nigeria and South Sudan. A number of priority actions and areas common across the four frameworks, many of which link closely to existing localisation commitments, frameworks, and indicators which are referenced. The key areas included in all four national localisation frameworks, along with objectives, priority actions, and potential indicators.

Partnerships for humanitarian action: challenges for large INGOs

Read the notes from the January 2020 roundtable held to discuss the challenges for large INGOs without a traditional partnership approach. This paper contains: Notes from the roundtable, co-hosted by the Accelerating Localisation through Partnerships programme and the Humanitarian Policy Group (HPG) of ODI, in January 2020. The roundtable aimed to discuss the challenges for large international NGOs, without a traditional partnership approach, moving towards partnerships in humanitarian contexts in pursuit of localisation.

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

Partnership practices for localisation: guidance notes (English)

The top 23 partnership practices for localisation are listed in this guidance note under the areas of project and financial management, capacity strengthening and sharing, financing, coordination, safety and security, and advocacy.  These notes are available in English, French, Spanish, Arabic, Myanmar and Nepali, from the Accelerating Localisation through Partnerships project page.

Pathways to Localisation: locally-led humanitarian action (English)

This paper outlines eight priority actions for partnership-based humanitarian action, and five actions for an enabling environment, for locally-led humanitarian action.  It is informed by more than 400 humanitarian agencies – the majority of them local and national organisations – through research, piloting and the development of National Localisation Frameworks, in Myanmar, Nepal, Nigeria and South Sudan.  It outlines priority actions and a range of indicators under the areas of partnerships, capacity, financial resources, and coordination.  This paper outlines eight priority actions for partnership-based humanitarian action, and five actions for an enabling environment, for locally-led humanitarian action. It is available in English, French, Spanish, Arabic, Myanmar and Nepali, from the Accelerating Localisation through Partnerships project page. Who is it for? This paper is relevant for all those implementing and funding humanitarian response. It was developed as part of the Accelerating Localisation through Partnerships project implemented by Christian Aid, CARE, Tearfund, ActionAid, CAFOD and Oxfam, guided by national steering committees, and funded by the European Commission’s Civil Protection and Humanitarian Aid Operations (ECHO) over 2017-2019.

Vers la localisation (Pathways to localisation - French)

Cadre visant à une intervention humanitaire menée à l’échelle locale et fondée sur le partenariat. This paper outlines eight priority actions for partnership-based humanitarian action, and five actions for an enabling environment, for locally-led humanitarian action. It is available in English, French, Spanish, Arabic, Myanmar and Nepali, from the Accelerating Localisation through Partnerships project page. Note de synthèse  Le Sommet Humanitaire Mondial (WHS) de 2016 a souligné le rôle primordial des acteurs locaux et nationaux dans l’intervention humanitaire. Les trois grandes séries d’engagements qui y ont été prises, à savoir le Programme d’Action pour l’Humanité (2016), le Grand Compromis (2016) et la Charte pour le Changement (2015), ont énoncé les changements ou les transformations nécessaires pour permettre aux acteurs locaux et nationaux de prendre davantage les rênes de l’action humanitaire.   À l’initiative du consortium formé de Christian Aid, CARE, Tearfund, ActionAid, CAFOD et Oxfam, Accelerating Localisation through Partnerships est un programme orienté par les acteurs locaux et nationaux qui siègent dans des comités nationaux de pilotage. La Protection Civile et Opérations d’Aide de la Commission Européenne (ECHO) l’a financé de la fin 2017 à 2019. Ce programme s’inspire de travaux du consortium qui depuis 2012, par le biais de la série de rapports Missed Opportunities, visent à renforcer le rôle moteur des acteurs locaux et nationaux dans l’action humanitaire.   À l’issue de ses recherches, le programme Accelerating Localisation through Partnerships a mis en évidence un modèle fondé sur les pratiques de partenariat qui, selon les acteurs locaux/nationaux, favorisent le plus la localisation4. Pour les besoins de ces travaux, plus de 350 organisations au Myanmar, au Népal, au Nigeria et au Soudan du Sud, dont 85 % sont des organisations locales et nationales, ont été consultées. Elles ont permis aux membres du consortium et à leurs partenaires locaux de repérer, de valider et d’expérimenter un certain nombre de recommandations. Les leçons tirées de la phase d’expérimentation ont été regroupées avec les conclusions des auto-évaluations des capacités de plus d’une centaine d’acteurs locaux et nationaux. Les recherches, les leçons et les conclusions du programme ont façonné l’élaboration de cadres nationaux de localisation. Les acteurs locaux et nationaux, et d’autres intervenants humanitaires, y compris des ONG internationales, des agences des Nations Unies, des donateurs, les sociétés de la Croix-Rouge et du Croissant-Rouge, et les autorités gouvernementales concernées y ont également contribué.   Les quatre cadres nationaux de localisation sont adaptés au contexte très différencié des environnements opérationnels et des crises humanitaires au Myanmar, au Népal, au Nigeria et au Soudan du Sud. Les écarts notables entre les quatre cadres nationaux de localisation sont présentés dans ce document et reflètent la diversité des contextes. Les différences tiennent particulièrement au rôle des autorités gouvernementales dans la localisation. Cependant, ces quatre cadres ont en commun un certain nombre d’actions et de domaines prioritaires, dont plusieurs sont étroitement liés aux engagements, aux cadres et aux indicateurs de localisation existants et cités en référence. Alors que le programme Accelerating Localisation through Partnerships était axé sur l’action humanitaire fondée sur le partenariat, les cadres nationaux de localisation sont allés bien au-delà. Ce rapport présente les principaux domaines traités dans les quatre cadres nationaux de localisation, ainsi que leurs objectifs, leurs actions prioritaires et leurs indicateurs potentiels.  Note d’orientation sur les pratiques de partenariat en vue de la localisation.

Partnership practices for localisation: guidance notes (French)

The top 23 partnership practices for localisation are listed in this guidance note. (French.) These notes are available in English, French, Spanish, Arabic, Myanmar and Nepali, from the Accelerating Localisation through Partnerships project page.

Partnership practices for localisation: guidance notes (Spanish)

The top 23 partnership practices for localisation are listed in this guidance note. (Spanish.) These notes are available in English, French, Spanish, Arabic, Myanmar and Nepali, from the Accelerating Localisation through Partnerships project page.

Caminos hacia la localización (Pathways to localisation - Spanish)

Un marco para la respuesta de acción humanitariadirigida localmente en una acción basada en la asociación. This paper outlines eight priority actions for partnership-based humanitarian action, and five actions for an enabling environment, for locally-led humanitarian action. It is available in English, French, Spanish, Arabic, Myanmar and Nepali, from the Accelerating Localisation through Partnerships project page.   Resumen ejecutivo  El papel esencial de los actores locales y nacionales en la respuesta humanitaria se resaltó en la Cumbre Mundial Humanitaria (‘World Humanitarian Summit’) de 2016. Los cambios o transformaciones necesarias para que los actores locales y nacionales puedan asumir un mayor liderazgo en la acción humanitaria se esbozaron en los tres grandes conjuntos de compromisos aprobados en la cumbre: Agenda para la Humanidad (2016), el Gran Acuerdo (2016), y El Estatuto para el Cambio (2015). Acelerar la Localización a través de las Asociaciones es un programa de consorcio de Christian Aid, CARE, Tearfund, ActionAid, CAFOD, Oxfam y guiado por actores locales y nacionales en los comités directivos nacionales. Está financiado por la Oficina Europea de Ayuda Humanitaria y Protección Civil (ECHO) de la Comisión Europea desde finales de 2017 hasta 2019. Este programa se ha basado en el trabajo ya realizado por el consorcio con el objetivo de fortalecer el liderazgo de los actores locales y nacionales en la acción humanitaria desde 2012 a través de la serie de trabajos Missed Opportunities.  El programa Acelerar la Localización a través de las Asociaciones llevó a cabo una investigación para identificar un modelo de asociación que consiste en prácticas de asociación que los actores locales/nacionales consideran más propicias para la localización4. Esta investigación consultó a más de 350 organizaciones en Myanmar, Nepal, Nigeria y Sudán del Sur - 85% de las cuales eran organizaciones locales y nacionales - y las recomendaciones fueron identificadas, validadas y probadas por los miembros del consorcio y los socios locales. Las enseñanzas de la fase piloto se cotejaron con las conclusiones de las autoevaluaciones de la capacidad de más de 100 agentes locales y nacionales. La investigación, el aprendizaje y los resultados del programa sirvieron de base para el desarrollo de los marcos nacionales de localización con las contribuciones de los actores locales y nacionales y otras partes interesadas en la ayuda humanitaria, incluidas las ONG internacionales, los organismos de las Naciones Unidas, los donantes, las sociedades de la Cruz/Media Luna Roja y las autoridades gubernamentales pertinentes.  Los cuatro marcos nacionales de localización se adaptan al contexto específico de los muy diferentes entornos operativos y crisis humanitarias en Myanmar, Nepal, Nigeria y Sudán del sur. Las notables diferencias entre los cuatro marcos nacionales de localización se esbozan en este documento y reflejan los diversos contextos; difieren particularmente en relación con el papel de las autoridades gubernamentales en la localización.  Sin embargo, hay una serie de acciones y áreas prioritarias comunes a los cuatro marcos, muchas de las cuales están estrechamente relacionadas con los compromisos, marcos e indicadores de localización existentes a los que se hace referencia. Aunque el objetivo de Acelerar la Localización a través de las Asociaciones era la acción humanitaria basada en las asociaciones, los marcos nacionales de localización han ido más allá. Las áreas clave incluidas en los cuatro marcos nacionales de localización se describen en el documento, junto con los objetivos, las acciones prioritarias y los indicadores potenciales.  Prácticas de las asociaciones para la localización; una nota de orientación

Partnership practices for localisation: guidance notes (Myanmar)

The top 23 partnership practices for localisation are listed in this guidance note. (Myanmar.) These notes are available in English, French, Spanish, Arabic, Myanmar and Nepali, from the Accelerating Localisation through Partnerships project page.