new zealand red cross recovery framework

7/18/2019 New Zealand Red Cross Recovery Framework

http://slidepdf.com/reader/full/new-zealand-red-cross-recovery-framework 1/30

New Zealand Red CrossRecovery Framework

Connect, Care and Prepare



1

ContentsThe Fundamental Principles of the International Federation of Red Cross and Red Crescent

Societies ...................................................................................................................................................... 2

New Zealand Red Cross ........................................................................................................................... 3

Recovery Context ....................................................................................................................................... 4

Disaster Response in Canterbury ............................................................................................................ 4

New Zealand Red Cross Grants .............................................................................................................. 6

Purpose of New Zealand Red Cross Recovery Framework ................................................................ 7

Our Vision: Mobilizing the Power of Humanity and Enhancing Community Resilience .................. 8Recovery Implementation Plan ................................................................................................................ 8

Recovery Programming Principles .......................................................................................................... 9

Understanding the Impacts ..................................................................................................................... 10

Integrated Recovery Planning ................................................................................................................ 11

Te Pae Mahutonga................................................................................................................................... 12

New Zealand Red Cross Recovery: Connect, Care and Prepare .................................................... 13

Approach to Implementation ................................................................................................................... 18

New Zealand Red Cross Diversity Reference Group ......................................................................... 20

Psychosocial support ............................................................................................................................... 21

Financial Overview ................................................................................................................................... 24

Monitoring, Evaluation and Reporting ................................................................................................... 25

Coordination .............................................................................................................................................. 26

Recovery Communications ..................................................................................................................... 26

The Red Cross Emblem .......................................................................................................................... 27

Exit Strategy .............................................................................................................................................. 27Glossary ..................................................................................................................................................... 28

Endnotes .................................................................................................................................................... 28

Annex 1: New Zealand Red Cross Internal Survey Results of New Zealand Red Cross

Programming Directions in the Recovery Space ................................................................................ 29



2

The Fundamental Principles of the International Federation of Red

Cross and Red Crescent Societies

HumanityThe International Red Cross and Red Crescent Movement, born of a desire to bringassistance without discrimination to the wounded on the battlefield, endeavours, in itsinternational and national capacity, to prevent and alleviate human suffering wherever itmay be found. Its purpose is to protect life and health and to ensure respect for thehuman being. It promotes mutual understanding, friendship, cooperation and lastingpeace amongst all peoples.

ImpartialityIt makes no discrimination as to nationality, race, religious beliefs, class or politicalopinions. It endeavours to relieve the suffering of individuals, being guided solely bytheir needs, and to give priority to the most urgent cases of distress.

Neutrality In order to enjoy the confidence of all, the Movement may not take sides in hostilities orengage at any time in controversies of a political, racial, religious or ideological nature.

IndependenceThe Movement is independent. National Societies, while auxiliaries in the humanitarianservices of their governments and subject to the laws of their respective countries, mustalways maintain their autonomy so that they may be able at all times to act in

accordance with the principles of the Movement.

Voluntary serviceIt is a voluntary relief Movement not prompted in any manner by desire for gain.

UnityThere can be only one Red Cross or Red Crescent Society in any one country. It mustbe open to all. It must carry on its humanitarian work throughout its territory.

Universality The International Red Cross and Red Crescent Movement in which, all societies have

equal status and share equal responsibilities and duties in helping each other, isworldwide.



3

New Zealand Red Cross

New Zealand Red Cross has been part of the fabric of New Zealand society for the past

80 years and since this time has undertaken a range of welfare and emergency

management programmes throughout New Zealand. It was recognised as an auxiliary

to government by the Minister of Defence in 1945.

It is headquartered out of Wellington and operates its programming out of nineteen

service centres in every region of New Zealand. There are about 15,000 staff,

members and volunteers working in New Zealand and another 120 trained international

aid workers who can be deployed at short notice to respond to emergencies worldwide.

New Zealand Red Cross’ Mission is to improve the lives of vulnerable people by

mobilising the power of humanity and enhancing community resilience. We activelystrive to live by our humanitarian principles and values, work in open and transparent

ways and hold ourselves accountable. The difference we make to the lives of vulnerable

people is founded on the commitment and dedication of our members, volunteers, and

staff. We value all our people who we treat with respect and dignity.

We celebrate the diversity of the communities we work with, as well as our volunteers,

members and staff. We are open, inclusive and welcoming to all. We strive to provide

leadership in our core areas of work and achieve excellence in all that we do.

New Zealand Red Cross helps people in need, whoever and wherever they are. Ouraim is to prevent and alleviate suffering, thereby enhancing human dignity. We focus on

areas where we can make a real difference, responding to disasters, conflicts and

vulnerability at home and overseas.

This recovery framework is in line with the International Federation of Red Cross and

Red Crescent Strategy 2020 which, aims to do more, do better and reach further .



4

Recovery Context1

The people of Canterbury have demonstrated high levels of resilience to the impacts of

on-going severe aftershocks2 and liquefaction that repeatedly test the emotional,

physical and financial resources of those affected. We acknowledge the significant

tasks people face to rebuild their lives and livelihoods, and as Red Cross, are

committed to the long term recovery of Canterbury.

We recognise that every individual, family and community will have different recovery

needs and capacities. Recovery is not a uniform process. We know from our experience

internationally that the relocation of families and communities is a highly complex and

challenging task for all involved.

New Zealand Red Cross will use global best practice and key learnings from other

international disasters to bring the best possible recovery practice to its recoveryprogrammes.

Disaster Response in Canterbury

The severity and frequency of seismic activity in Canterbury since 4th September 2010has posed significant challenges. It has not been a linear process of response followedby recovery, but rather a parallel response/recovery process with a shifting emphasis asrequired by severe aftershocks.

To effectively work in this environment the Red Cross philosophy is to meet immediateneeds as required but to place an emphasis on working with communities to reinforcepreparedness activities, to support recovery and to reduce reliance on relief.

1 The definition of recovery used in this framework is “The coordinated efforts and processes to effect the

immediate, medium and long-term holistic regeneration of a community following a disaster.” This is taken from

the New Zealand Ministry of Civil Defence and Emergency Management Recovery Directors Guidelines.

2 Over 7000 aftershocks as of June 2011.



5

New Zealand Red Cross response activities have included:

Set up of a National Emergency Operations Centre (NEOC) in Wellington and a

Christchurch operations base activated 24/7. Fourteen Red Cross Emergency Response teams of 289 volunteers from across

New Zealand worked over 6,800 hours.

The Red Cross IT and Telecommunications Emergency Response Unit (IT &T

ERU) portable Emergency Operations Centre (EOC) was established in

Christchurch.

Twenty rescue team members undertook 700 hours of light rescue and casualty

clearing.

Red Cross teams established and provided assistance at six welfare centres

supporting over 3,000 evacuees with welfare, psychosocial support, first aid andregistration.

Over 275,150 litres of water were distributed.

Twenty three International Red Cross staff were deployed in New Zealand.



6

New Zealand Red Cross Grants3

The New Zealand Red Cross 2011 Earthquake Commission (the Commission) is anindependent Commission made up of community leaders who volunteer their time to

oversee the disbursements of donations from the New Zealand Red Cross 2011

Earthquake Appeal. These funds are helping quake affected Christchurch residents get

relief from financial pressures and stress, rebuild their lives, communities and resilience.

To date these include:

•Emergency hardship grant

•Bereavement grant

•Temporary schools grant

•Relocated schools grant

•Winter assistance for the elderly grant

•Winter assistance grant for children under 5

•Winter assistance grant for school aged children 5 to 18 years

•Winter assistance grant for pre-existing medical conditions

The above grants are a short term assistance measure that will phase out as mediumand long term recovery activities gain momentum. It is expected that over NZD$60

million will be distributed through the grants process.

3 http://www.redcrosseqgrants.org.nz/Overview/Information/Available-Grants



7

Purpose of New Zealand Red Cross Recovery Framework

The purpose of New Zealand Red Cross recovery framework is to assist individuals,households and communities in their journey to recover from the impacts ofemergencies.

Post-earthquake recovery efforts demand thoughtful coordination of effort, effectivecommunication and clear strategic leadership. Too often recovery becomes a ‘to do list’that lacks a central premise that can be shared.4

Outlined in this document is the overall vision and strategic direction, programmingprinciples and key pillars (basket of services) of New Zealand Red Cross recoveryactivities. The framework is a high-level strategic document that outlines a way forward.There are many stakeholders working on the Canterbury recovery effort and being ableto share this framework, will enable us to coordinate more effectively.

We recognise that events in Canterbury are of national and international significancewith wide implications for New Zealand. We note that a number of affected people now

reside outside Canterbury and acknowledge our responsibility to offer Red Cross

assistance to those people across the country.

This framework will be piloted with a focus on those affected by the Canterbury

earthquake, with a view to developing a national New Zealand Red Cross recovery

framework.

The framework is built on four pillars. This approach is a way to organise the New

Zealand Red Cross contribution to the considerable work required in the recovery ofCanterbury. The pillars were identified by internal5 and external stakeholders as thearea’s most appropriate for New Zealand Red Cross recovery programming.

Underpinning the pillars are three implementation objectives. These objectives willguide the development and implementation of all recovery related projects which, will besubject to individual project plans.

A consolidated draft project plan proposal, spanning 36 months, is attached asappendix.

4 Dr. Erica Seville, Co-leader of Resilient Organisations, Canterbury University.

5 Please see annex one for further information on New Zealand Red Cross internal feedback on recovery priorities.



8

Our Vision: Mobi l izing the Power of Humani ty and Enhancing

Comm uni ty Resi lience

This vision will guide New Zealand Red Cross action in Canterbury and throughout NewZealand over the coming years. It outlines the importance of assisting people inrebuilding their lives today, and looks to the future in emphasising the legacy of saferand better-prepared communities for the long term.

The legacy of this recovery programme will be enhanced community resilience and a

stronger New Zealand Red Cross Society.

Recovery Working Group

A New Zealand Red Cross cross-functional working group has been established to

develop and operationalise this framework. There are numerous issues facing people

affected by the Canterbury earthquake that may come under the objectives identified in

this framework. The working group will work to prioritise activities, recognising that

these will change in this fluid and dynamic environment.

Recovery Implementation Plan

“ New Zealand Red Cross acting as one organisation, sharing ideas and collective

responsibility for recovery going forward”.6

This framework outlines what New Zealand Red Cross will do to support the recovery ofpeople affected by the Canterbury Earthquake. The next step is to developimplementations plans that outline the scope of each activity, costs, risks/assumptions,and schedules that are required to achieve the objectives of this framework. Weacknowledge that successful implementation of this framework will require furtherinvestment in the capacity and capability of New Zealand Red Cross.

6 Adapted from New Zealand Red Cross Strategic Plan 2006-2010.

http://www.businessdictionary.com/definition/costs.html

http://www.businessdictionary.com/definition/schedule.html

http://www.businessdictionary.com/definition/required.html

http://www.businessdictionary.com/definition/achieve.html

http://www.businessdictionary.com/definition/objective.html

http://www.businessdictionary.com/definition/objective.html

http://www.businessdictionary.com/definition/achieve.html

http://www.businessdictionary.com/definition/required.html

http://www.businessdictionary.com/definition/schedule.html

http://www.businessdictionary.com/definition/costs.html



9

Recovery Programming Principles7

Using comm unity-led approaches:

Successful recovery is most effective when conducted at the local level withunderstanding of the community context.

Ensuring effect ive coordin ation of al l activ i t ies:

Successful recovery requires mechanisms that support integrated planning, reporting

and effective two way communication at all levels.

Ackn owledging and building capacity:

Successful recovery supports and recognises the diverse needs and capacity of groups

within a community including local Iwi.

Recognis ing complex i ty :

Recovery management arrangements are successful when they recognise the dynamic

nature of emergencies and communities and how their needs change over time.

Sharing, analysing and applying q uali ty information:

Successful recovery is based on a common and comprehensive recovery picture

underpinned by robust communication, analysis, monitoring and reporting.

Providing timely, fair, equitable and flexible recovery services:

Recovery is most effective where assistance measures are provided in a timely, fair and

equitable manner and are sufficiently flexible to respond to a diversity of community

needs.

Ensuring v ulnerabi l i ty to disasters is not rebui l t :

Successful recovery is an opportunity to plan for the future and build back better.

7 These principles are a consolidation and adaptation of global recovery principles. They draw heavily on the

recovery principles outlined by the New Zealand Ministry of Civil Defence and Emergency Management and the

Australian National Recovery Principles.



10

Understanding the Impacts

The impacts on people, families and communities affected by the CanterburyEarthquake are complex and may include:

The individual, their family members or friends may have died, or be seriouslyinjured.

Homes may be lost, and the impact of that, from the basic functions of shelterthrough to the financial considerations of replacement, and grief for the loss ofhome.8

Loss of the ability to earn an income through impact on business or employment,the inability to work due to time required undertaking recovery activities, or theirhealth is affected and they are unable to work.

Health is affected through physical complaints, tiredness and exhaustion from thelong term nature of recovery, and/or the mental health consequences ofexperiencing severe stress or trauma.

Loss of material possession. Pets and animals that have died. Pre-existing conditions of people, their households, and the community. Damage occurring to street, neighbourhood and community networks. Damage to, and potential loss of faith in institutions that serve to protect us9 Increased stress and reduced ability to cope due to the frequency and intensity of

reoccurring aftershocks. Issues around the displacement of a large number of households.

Understanding and accommodating the broad range of human needs in Canterbury isthe central challenge in planning for an effective recovery. Through the New ZealandRed Cross recovery programme we will collect and share information on the needs andcapacities of communities with relevant agencies and organisations. This will contributeto building a comprehensive recovery picture, identification of issues, trends andevidence base for policy development.

8 Peter Read (1996) Returning to Nothing

9 International Federation of Red Cross and Red Crescent (2008) psychosocial handbook



11

Integrated Recovery Planning

From experience the Red Cross recognises that successful recovery requires an

integrated approach to planning and working with communities.

The two conceptual frameworks Red Cross will use as the foundation for planning,

working with communities and information analysis are illustrated below. These models

are sourced from documents produced by the New Zealand Ministry of Civil Defence

and Emergency Management and the Ministry of Health respectively.

The impact of emergencies can have long lasting, diverse and profound effects upon

individuals, households and communities. These impacts can be described in terms ofthe natural, social, built and economic environments. Recovery issues cannot be

addressed in isolation but are interconnected as depicted in the model below.

(Figure 1: MCDEM 2004 Focus on Recovery, MCDEM



12

Te Pae Mahutonga

Te Pae Mahutonga, a model for health planning, also offers an integrated approach, a

useful parallel way of framing questions to help support the recovery effort. Te Pae

Mahutonga uses the imagery of the Southern Cross to represent the goals of health

promotion - environmental protection, healthy lifestyles, active participation in civil

society and secure cultural identity; these are represented by the cross. The two

southern pointers represent leadership and self-reliance. This is about the community

taking responsibility for themselves. The model is useful because it gives another very

inclusive and respectful way of framing questions for the interlinked multiple

perspectives required for recovery planning10.

(Figure 2: © MOH: www.maorihealth.govt.nz/moh.nsf/pagesma/446 )

Utilising these models does not mean that New Zealand Red Cross will have activitiesin each area identified by the models, but rather we will consider each of the areas

when planning and any recovery related activities.

10Canterbury Integrated Recovery Planning Guide, For a Healthy Sustainable and Resilient Future.

http://www.maorihealth.govt.nz/moh.nsf/pagesma/446






13

New Zealand Red Cross Recovery: Connect, Care and Prepare

Pillar 1

Care in the

Community

Additional and

enhanced Red Cross

community

programmes

Pillar 2

Disaster Preparedness

Delivery of

community disaster

preparednessprogrammes

Pillar 3

Disaster Response

Strengthen our

disaster response

capacity

Pillar 4

Disaster Displaced

Assist and connect

with displaced

persons utilising our

network

Implementation Objective 1

Participation: To ensure affected people are actively involved, informed and engaged in New

Zealand Red Cross recovery activities.


Volunteering: To effectively equip, train and retain volunteers to support New Zealand Red Cross

recovery activities.


Advocacy: To give a voice to the most vulnerable to ensure their needs and capacities are

considered in the recovery of Canterbury.



14

Pillar 1: Care in the Community

Strategic Objective 1: To enhance Red Cross community programming to meet theneeds of affected people.

Key Actions

Develop new sustainable community programmes to support the needs ofaffected people.

Recruit, train and establish Red Cross information, support and referraloutreach teams who will undertake personal and practical assistance toaffected individuals and families.

Deliver enhanced current Red Cross services to affected people through trainedstaff, members and volunteers.

Collect information on community needs and capacities through communityprogrammes and outreach activities to share with other stakeholders.



15

Pillar 2: Disaster Preparedness

Strategic Objective 2: To contribute to resilient Canterbury communities; better able tocope with disasters and emergencies in the future.11

Key Actions

Implement household preparedness initiatives to affected households (includingredevelopment an essential emergency management handbook).

Deliver household preparedness messages through public education andawareness.

Provide emergency preparedness training as part of refugee integration course.

Evaluate a community based preparedness activity drawing on the experience ofthe International Red Cross practice.

11 This programme objective is line with the New Zealand Ministry of Civil Defence and Emergency Management’s

goal to increase community awareness, understanding, preparedness and participation in civil defence emergency

management. This supports the overall vision of a resilient New Zealand.



16

Pillar 3: Disaster Response

Strategic Objective 3: To strengthen our capacity to respond and recover from futureemergencies.

Building local and national response capacities is a primary responsibility of a RedCross National Society.12 Lessons from the Canterbury earthquake provide a basis forstrengthening New Zealand Red Cross organisational capacity to respond to futureemergencies.13

New Zealand Red Cross has integrated its domestic and international emergencydepartments and is taking a ‘local to global’ approach to emergency management. Thisapproach maximises opportunities to share knowledge, resources and experience of

both domestic and international operations and will be the approach taken in theimplementation of this framework.

12 International Federation Strategy 2020, pg. 13.

13 Priority 5 of the Hyogo Framework for Action specifically focuses on the need to strengthen disaster

preparedness for effective response at all levels



17

Key Actions

Review and further develop the guidelines, response and contingency plans,

standard operating guidelines, response team roles and responsibilities, and the

procurement of tools and equipment.

Ensure New Zealand Red Cross disaster teams are trained, skilled and equippedto meet the needs of the diverse communities we aim to assist (includingenhanced capacity to develop water).

Strengthen organisational resilience and preparedness for response.

Pillar 4: Disaster Displaced

Strategic Objective 4: To assist and connect with displaced persons utilising ournetwork

The International Red Cross Policy on Migration14 acknowledges the humanitarian roleof National Societies in responding to the displacement of populations. Given the NewZealand Red Cross’ national network it is well placed to assist affected people whohave moved across New Zealand.

Key Actions

Ensure displaced populations have the same access to New Zealand Red Crosspreparedness programmes and services.

Commit to regular communication with affected people.

Provide a restoring family links service to displaced families as required.

Evaluate and develop capacity in registration and data management.

14 Endorsed by the 17

th General Assembly of the International Federation of Red Cross and Red Crescent Societies

in Nairobi, 2009.



18

Approach to Implementation


Participation: To actively inform, engage and involve affected communities in RedCross recovery activities.

Given that affected people are the agents of their own recovery, we need to ensure thatthey are well informed about our plans and have opportunities to influence themaccording to their changing needs. The International Red Cross’ experience recognisesthe need for more effective community participation in the recovery process, and a needto change the tendency from top down approaches to those that start from thecommunity up15.

There is a continuum in the form and quality of beneficiary participation which, can be

divided into four levels:

Four levels of participation/engagement with affected people

Share information Affected people provide information to and receive feedback from Red Cross onrecovery activities.

Consult Affected people comment on different options.

Actively participate

Affected people design the interventions with us, participate in implementation andagree how they are to be kept informed of the outcomes.

Be equal partners

Affected people design the interventions, participate in implementation, assessperformance against agreed expected outcomes and are trained and encouraged tocontinue to act on their own in the future.

15 Statement by Ms Susan Johnson Director, National Society and Field Support Division International Federation of

Red Cross and Red Crescent Societies, United Nations Economic and Social Council Substantive Session of 2006.



19

Ideally, we would work across the four levels. However, we will start with what isrelevant, feasible and achievable.

This framework acknowledges the need for recovery programming to be community ledbut notes that it will be difficult to identify the ‘neighbourhood’ and its residents (who

may be in the process of returning or who are temporarily relocated). A sense ofcommunity may be missing and it will take significant skills on the part of the communitymobilizers to identify capacities and opportunities.

Key Actions

Utilise New Zealand Red Cross Youth Council to engage youth in Red Crossrecovery programmes, and to monitor relevance and effectiveness of recovery

programming to meet the needs of young people.

Strengthen branches and encourage the establishment of Red Cross recoverygroups for people with similar areas of interest.

Actively increase diversity amongst our staff, volunteers and members toincrease our ability to meaningfully relate to, and work effectively with, allaffected people.

Utilise Red Cross community programmes as a way of connecting with affectedpeople and understanding their needs and capacities (e.g. community transport,

meals on wheels, save a mate).

Communities identified on the basis of cultural and linguistic diversity, and peoplewho may require additional or different assistance to recover from theEarthquake, will be able to access targeted and tailored information.



20

New Zealand Red Cross Diversity Reference Group

New Zealand Red Cross will establish a diversity reference group. The aims of thisreference group are: To provide a mechanism to understand the needs and capacities of groups who may

have different cultural, linguistic or physical recovery needs and capacities. To provide a mechanism to monitor the effectiveness of New Zealand Red Cross

recovery programming in assisting diverse groups.

To provide members with up-to-date information on the range of services availableto affected people.

To encourage increased diversity amongst New Zealand Red Cross members, staffand volunteers.

Members, Volunteers, and Staff in Recovery

The threat of a situation that endangers lives and property places people on high alert.

While this state helps prepare mind and body for the situation, if it continues too long, it

creates stress of its own.16 New Zealand Red Cross acknowledges that our members,

volunteers and staff in Canterbury are also affected and we aim to support them well so

they can in turn support others.

New Zealand Red Cross will provide members, volunteers and staff and with:

information and training to support their work emergencies

a supportive environment and access to assistance service

inclusion in disaster preparedness activities

peer support

on-going acknowledgement of contribution

professional development to support recovery activities

16 The stress of being under threat, for people who are under threat from an emergency, Dr Rob Gordon, State

Government of Victoria publication.



21

Psychosocial support17

Is a process of facilitating resilience within individuals, families and communities.

Through respecting the independence, dignity and coping mechanisms of individuals

and communities, psychosocial support promotes the restoration of social cohesion and

infrastructure.18 To support this process and to better serve affected people the New

Zealand Red Cross will train New Zealand Red Cross volunteers and staff in basic

psychological first aid and supportive communication. This will increase the service weprovide to affected people across all our response and recovery activities.

Through our recovery work our staff and volunteers will19:

promote safety

promote calm

promote connectedness

promote self-efficacy

promote help

promote hope

17This aligns to the Ministry of Social Development’s Strategic Planning Framework to Support Individual Recovery

and Community Wellbeing and to Build Community Resilience. 18

International Federation of Red Crescent Societies, Psychosocial Framework 2005-2007.19

Core principles of psychological first aid as described in Psychological First Aid – An Australian Guide, Australian

Red Cross.



22


Volunteering: To effectively equip, train and retain volunteers to support New ZealandRed Cross recovery activities.

Repeatedly, experiences highlight the importance and value of involving volunteers.Through this framework New Zealand Red Cross will encourage new volunteers to

support recovery activities with a view to increase the diversity of our volunteers. We

aim to have a volunteer that is reflective of the social fabric of the community.

As the framework moves forward, an integrated approach to volunteer management,including a review of the volunteer-management policy and a strategy for volunteerdevelopment, training and maintenance specific to this environment will be needed.These will have to be supported by an appropriate definition of roles, skillsets andtraining e.g. psychosocial training. This will enable New Zealand Red Cross to motivate,

retain and recruit more volunteers both in Canterbury and nationally.

Key Actions

Reach out to new, young and culturally diverse volunteers to supportimplementation of recovery programmes.

Encourage people with disabilities to volunteer with New Zealand Red Cross.

Make the achievements and contributions of volunteers visible.

Develop volunteer management strategy and policy supported by appropriatetraining.

Develop induction course for volunteers involved in recovery programming.

Equip, care and support volunteers (including the provision of task appropriateclothing).



23


Advocacy: To give a voice to the most vulnerable to ensure their needs and capacitiesare considered in the recovery of Canterbury.

New Zealand Red Cross (and the global Red Cross Movement) has a well-definedapproach to advocacy which is described below. We are known for the way we live ourvalues and principles and for standing on the side of vulnerable people. We aresuccessful in persuading others to change their behaviour.20

Key Actions

The rights, needs and welfare of people more vulnerable to the impact of theEarthquake, are taken into account by decision makers and opinion leaders.

New Zealand Red Cross advocacy is aimed at persuading and influencing decisionmakers and opinion leaders (media, academia, parliamentarians and other local andcentral government officials) to act at all times in the interests of vulnerable people. NewZealand Red Cross is guided by the International Federation of the Red Cross RedCrescent Societies’ (the Federation) Policy on Humanitarian Diplomacy (2009).

We will take a multipronged approach in our advocacy efforts to ensure that we achieve

a positive result for vulnerable people affected by the Canterbury earthquakes.Leveraging our auxiliary status and special relationship with government, New ZealandRed Cross approaches will always be based on our own knowledge, research andexperience and that of the wider Red Cross Movement. We will undertake a variety ofapproaches and utilise different tools to ensure that the rights, needs and welfare thepeople more vulnerable to the impact of the earthquakes are considered at the highestlevels.

Confidential diplomacy: New Zealand Red Cross understands that the most effectiveway of persuading decision makers to change a policy, or act in the best interests of acertain group is through private conversation and contact. Confidential diplomacy

includes high level direct representation to government ministers and seniorbureaucrats. This form of advocacy will mostly always be used by New Zealand RedCross in the first instance.

20 Taken from New Zealand Red Cross Strategic Plan 2006-2010



24

Public influence: This can be utilised to compliment strong confidential diplomacy.Examples include running or presenting at seminars or workshops, giving interviews tothe media and through publishing articles and opinion pieces. Such activities may alsobe implemented where they complement our confidential diplomacy and are in theinterests of vulnerable people.

Public advocacy campaigns: Public advocacy will be used when necessary to inform,influence and educate the public in relation to humanitarian values and to raiseawareness of the needs of vulnerable people. Public advocacy will always focus on thehumanitarian impact on vulnerable people and avoid partisan criticism of governmentpositions.

When necessary, New Zealand Red Cross will engage with partners outside theMovement, including government, corporate entities, civil society and relevantinternational and regional organisations to achieve positive social change for vulnerablepeople. New Zealand Red Cross recognises that the scale of some modern

humanitarian challenges frequently exceed the coping capacity of a single organisation,and that partnerships with other stakeholders may be entered into. This may alsoinclude agreement on common messaging and other advocacy tools.

Financial Overview

We recognise the commitment required to resource (both human and material) as wellas the provision of business as usual services in Canterbury and throughout NewZealand, during medium and long-term recovery.

We aim to be cost effective and transparent in our management of donor funds andacknowledge the support of our international partners.

Recovery activities will be supported by the standardised New Zealand Red Cross chartof accounts, with implementation project proposals requiring individual budgets subjectto approval. Consolidated budgets with total indicative expenditure forecasting, will beevaluated by the finance and audit committee of the National Board.

Financial and narrative reporting will be made available to international partners as partof the reporting framework.



25

Monitoring, Evaluation and Reporting

To support the implementation and management of the recovery framework, amonitoring and evaluation process will be needed. The system will need tosimultaneously be light, pragmatic and meaningful.

New Zealand Red Cross is committed to pursuing results-based management andstrives to improve programme effectiveness and accountability by:

defining realistic expected results monitoring progress towards achievement of expected results using results for management decisions reporting on performance and the promotion of institutional learning and knowledge sharing

(Figure 1.1 International Federation of Red Cross Red Crescent Societies Handbook for Evaluation,2002)

All New Zealand Red Cross programming will be analysed against the following criteria:

meet a post-disaster need is feasible is sustainable provides a positive overall community impact



26

provides linkages to other projects and resources contributes to the community's quality of life and resilience

To report on progress to the wider organisation and donors of the New Zealand RedCross recovery programme a bi-annual report will be produced. The aim is that this

report will meet the requirements of all donors and enable New Zealand Red Cross tohave a consolidated reporting process, so that reporting does not become overlyburdensome on staff time and resources.

A final evaluation will be conducted to measure the impact of this of programme.

Coordination

We recognise that coordinating effectively has been identified as a key challenge inmany international recovery efforts. Recovery is a partnership between the affected

community, the broader community, government, non-government agencies and theprivate sector.

New Zealand Red Cross will be present at recovery coordination meetings as an activeparticipant. The aim of the New Zealand Red Cross in the recovery process is not tocompete or duplicate in service delivery. This framework has been designed based onboth internal and external stakeholder views about where New Zealand Red Cross isbest to position itself in the recovery space going forward.

Recovery Communications

‘Recovery communications’ refers to the practice of sending, gathering, managing andevaluating information in the recovery stage following an emergency. Well planned andwell executed public information campaigns are vital to community recovery.Communications in recovery should go beyond merely sending information, to actuallyforming a dialogue with the community. Effective communications provide a basis forimportant social processes such as bonding between individuals, groups andcommunities.21

To do this effectively we aim to:

21 Australian Red Cross, Communicating in Recovery pg., 8.



27

Communicate Recovery Pillars in a way that maintains and builds the trust ofbeneficiaries, donors and the public.

Increase the effectiveness of communications with those affected, therebycontributing to the timely and meaningful recovery of communications post

emergency.

Engage with media to communicate Red Cross’ key messages and show RedCross in action in a disaster and so to enhance our reputation.

Communicate the recovery framework, and implementation plan through RedCross online platforms (website, intranet and social media), media releases andtargeting key media with exclusives.

Tailor communication messages and activities to meet the needs of a diversifiedgroup of affected people.

The Red Cross Emblem

The Red Cross is a protected emblem under international and domestic law. Under theGeneva Conventions Act it is a criminal offence to use the Red Cross emblem withoutthe permission of the Minister of Defence. New Zealand Red Cross received suchauthorisation in 1932.

The Red Cross is one of the most readily recognised symbols in the world. Duringarmed conflict the Red Cross emblem is a visible sign of the protection for victims and

those authorised to help them. Whoever or whatever carries or wears the Red Crosslawfully is not part of the battle, but is either providing or receiving medical assistanceand must be protected.

Any misuse of the emblem has serious consequences as it indirectly weakens theprotective power of the emblem in armed conflict, putting lives at risk, and underminingits authorised use by New Zealand Red Cross in its day-to-day activities.

Exit Strategy

We acknowledge that a number of programmes developed under this framework may

transition to permanent Red Cross activities. Implementation plans will include exit

strategies to ensure a smooth transition to business as usual.



28

Glossary

Advocacy is to support one position on an issue rather than another. The Movementregularly gives public support for a particular humanitarian position that it believes will

assist and support the vulnerable, while always being mindful to work within theparameters of the Fundamental Principles.

Communication means to make connections between people using a wide array oftools – from person to person to mass communication to millions. It is at the heart ofhumanitarian work, where people are brought together, better informed and renderedless vulnerable by the open exchange of information.

Recovery is the coordinated efforts and processes to effect the immediate, medium andlong-term holistic regeneration of a community following a disaster. The purpose of RedCross emergency recovery activities is to assist individuals, households and

communities in their journey to recover from the impacts of emergencies.

Refugee a person outside of his or her country of nationality who is unable or unwillingto return because of persecution or a well-founded fear of persecution on account ofrace, religion, nationality, membership in a particular social group, or political opinion

Endnotes

Federation – wide Strategic Framework – Haiti 2011, International Federation of Red

Cross Red Crescent Societies.

The Asia Earthquake and Tsunamis Regional Strategy 2, 2006-2010

International Federation of Red Cross Red Crescent Societies Strategy 2020

Emergency Services Program Statement, 3.0 Emergency Recovery, Australian Red

Cross

Recovery Management, Director’s Guidelines for CDEM Groups, [DGL 4/05], NewZealand Ministry of Civil Defence and Emergency Management.



29

Annex 1: New Zealand Red Cross Internal Survey Results of New

Zealand Red Cross Programming Directions in the Recovery Space

*Please note this chart is based on a sample size of 113 internal New Zealand Red

Cross stakeholders.

new zealand red cross recovery framework

Documents

new zealand red cross

red cross emblem

recovery context

recovery communications

red crescent societies

recovery implementation

integrated recovery

fundamental principles