Purpose, Process and Context


The purpose of this strategic plan is to:
  • Clarify our future plans, values, vision, mission, stakeholders, services, priorities, goals and critical success factors
  • Communicate our vision and plans to our stakeholders
  • Set out the short term structure of the Company, including the Registration as a Section 21 Company not for gain up to the holding of an election to constitute the Board of Trustees.
  • Set out the long term structure of the Company, its governance, its funding and finances.
  • Give a framework to monitor progress and evaluate achievement of our goals.

Process – the planning and the plan

Strategic planning is a key function of the board of trustees taking into account the many varied inputs from our ‘members’ and our clients.
At this preliminary stage we have drawn on the experience of the persons who have committed themselves to the founding of RedR Southern Africa and who are prepared to serve on the Executive until such a time as the structure of the Company is secure.
We must also acknowledge the assistance and advice of the Chief Executive of the London branch of RedR, Bobby Lambert, who visited us in South Africa in November 2005 and the Director of RedR International, Koen Versavel whose advice has been taken on the whole process of energising the potentials within Southern Africa The plan for the set up of the Company is highlighted by the following targets:

Target Status
temporary structure set up including putting in place including temporary members of a Section 21 Company complete
section 21 company not for gain complete
establish offices including communication complete
section 18a company able to give tax exemption on donations. end dec 2006
initial seed funding end june 2006
data base of ‘members’ for election of board mid may 2006
agm for main structure set up including holding an election for the Board of Trustees mid june 2006
first board meeting mid june 2006
first training course end june 2006
full time training officer end sept 2006
main running capital secure for 2006 to 2007 end july 2006
financially secure end dec 2008

Strategic Context and Assumptions

The following is a list of our major planning assumptions, which we believe will hold true for the foreseeable future:
  • RedR Southern Africa will be a self supporting and self governing charitable humanitarian organisation with its headquarters in South Africa.
  • RedR Southern Africa will seek Accreditation with RedR International at the earliest practicable moment.
  • RedR Southern Africa will embrace the international mission and beliefs of the RedR international family.
  • Our main area of influence will be Africa.
  • Large scale poverty is considered a disaster.
  • Large scale suffering due to poverty, malnutrition and disease, in Africa, will persist
  • In the foreseeable future governments in Africa will not be able to cope with disaster management either financially or with the necessary skills.
  • In the foreseeable future governments in Africa will be asking the world community for assistance in dealing with disaster management.
  • Significant resources will be allocated internationally to addressing these problems
  • In addition to the traditional humanitarian agencies (Governments, the UN system and Non Governmental Organisations), an increasingly diverse range of organisations, including the private sector, the military and more locally based agencies will be involved in delivering humanitarian programmes.
  • We will assist in the setting up and training of disaster management in South Africa.
  • There will continue to be a need for competent and committed humanitarian workers
  • To meet this need, humanitarian agencies will require and value a good supply of humanitarian workers
  • In addition to developing their own recruitment systems, humanitarian agencies will continue to use cost effective external sources, especially for surge responses and for scarce technical skills
  • The need for training and learning support services will continue and will be demanded by agencies and government departments.
  • The accumulated expertise of the RedR international family makes us well placed to contribute in these areas
  • Our supporters will continue to value our work
  • Funding will be required from a number of sources, in the short term and in the ling term to enable RedR Southern Africa to function as an effective humanitarian organisation.
  • The extent of the programme of work to be carried out by RedR Southern Africa, will depend for some time on the ability to raise funds.
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Our Values

Organisational Values

We share the values that bring us together:
  • Humanitarianism - relief of poverty and alleviation of suffering;
  • The importance of high quality expertise in addressing the problems we face;
  • As a humanitarian organisation we adhere to the Red Cross/NGO code of conduct;
  • We adhere to the principles of RedR-International, namely: Impartiality, Neutrality, Independence, Voluntary Service and Unity.

Personal Values

We expect all individuals involved in our organisation to display high standards of professionalism and integrity.

Relationship Values

We value the worth of each individual by:
  • Feeling empathy with and compassion for those suffering;
  • Working with others in a spirit of empowerment and support.
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Vision and Mission

Our vision is of:

A world in which human suffering is alleviated, basic needs are met and rights are respected.

In order to help deliver this vision, we have defined our particular mission as follows:
We relieve poverty, sickness and suffering by training, providing and supporting competent and committed people to humanitarian programmes, worldwide.

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Who we serve and How


People suffering from poverty or the effects of humanitarian crises are the ultimate beneficiaries of our services.
Target Groups and other Stakeholders
The table below gives a brief description of our principal stakeholders with whom we wish to form relationships and give and receive services.

Target Group / Stakeholder Brief Notes
Target group Those organisations who benefit most directly from the services we offer
Humanitarian Agencies Principally NGOs, UN organisations and Government departments
RedR members Registered Members and Full Charity Members (Friends)
Institutional Donors Mainly government donors and charitable trusts
Corporate supporters Those who provide us with financial and other resources, including our patrons
Commercial organisations in humanitarian operations Ranging from small consultancies to major international corporations
Governments Those Governments with involvement in the provision of humanitarian services. Providing education to them and the occasional use of their resources for our training. This includes the military involved in humanitarian ventures.

Recognising that the range and nature of our stakeholders is evolving (for example, commercial organisations and the military are taking an increasing role in humanitarian operations), we will regularly review how we engage with our stakeholders.


The services we wish to provide to our target groups are summarised in the table below.

Service Brief Notes
Training (or Mentoring/ Learning Support) Focused on improving the performance of humanitarian workers by enabling them to learn and develop; a major tool in delivering this is our programme of training courses.
Recruitment Helping organisations involved in humanitarian programmes find the staff they require to run their programmes.
Resourcing Providing expertise by members or by networking to study, research and find solutions to problems
Managing Managing projects identified by other organisations or by members in a proactive manner
Membership Providing accreditation, networking and general support to registered operatives and enabling members to contribute to the support and governance of the organisation.
Communication The provision of relevant and timely information to our stakeholders through a variety of media (print, web etc).
Support In addition to the services we provide directly, we will also work with and support individuals and organisations who share our vision, seeking to build effective partnerships and alliances.

Priorities and Focus

  1. Geography
    We are committed to meeting the needs of our beneficiaries by working with humanitarian organisations primarily in Africa. When called upon by our colleague offices within RedR International we will assist to the best of our resources in any humanitarian crisis worldwide.

  2. Humanitarian Focus
    We recognise that effective disaster relief requires a long-term view and there are considerable overlap and linkages with longer term development. We also recognise that many of our client agencies work in both short-term emergency response and longer term development. Whilst maintaining our focus on disaster relief and humanitarian response, we will provide support to longer term development efforts.

  3. Our client agencies
    We will continue to focus our services on non-governmental organisations (NGO’s), the major UN agencies and Government Departments. However we recognise that other actors (notably commercial organisations and the military) are becoming increasingly involved in humanitarian operations and we will engage constructively with these.

  4. Our resources
    Many of our clients are large front-line agencies with significant fund-raising capabilities. Rather than seek to compete with them in fund-raising we will seek to provide them with cost-effective services to make good use of the funds they do raise. We will develop our services in response to the demand from and willingness to pay by service users. Where possible we will seek full cost recovery from service provision (fees and grants) and seek to generate a small surplus to use in the development and provision of services which are hard to fund or where cost-recovery is difficult. We will also raise funds from our supporters for such hard-to-fund services. We will primarily focus our charitable fundraising efforts on South African sources.

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Assessing our Impact and Setting Goals

A key duty of the board of trustees is to review and assess the impact of our work on the needs of our beneficiaries and to set strategic goals for the future. In humanitarian crises, the desired outcomes for beneficiaries can be defined as:
  • avoiding illness, death and malnutrition;
  • securing protection, good health and food security.
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Critical Success Factors

Critical success factors form the bridge between the business plan developed by the board and the operational plans prepared by the staff. They are the link in the relationship between governance and management and give the board tools to monitor the general health of the organisation, its ability to deliver its mission and the degree to which the Chief Executive and staff are managing the risks associated with each critical success factor. The board of trustees considers the following to be critical to the success of the mission of the organisation:

Relationships with Agencies/Partners

We must:
  • Maintain an active relationship with a broad range of humanitarian agencies and develop strong relationships with a smaller number of target humanitarian agencies;
  • Work effectively with other members of the broader RedR family.


We must develop a strong membership ethos and involve our ‘friends’ in the governance and activities of the organisation.

Governance/Strategic Planning

We must:
  • Govern and manage the organisation wisely, through a well supported and effective board, with a clear understanding of what we are trying to achieve and how our strategies and services contribute to this;
  • Monitor our results, outcomes and impact;
  • Monitor the external environment to assess opportunities and threats;
  • Have prudent policies covering items such as risk assessment and financial management;
  • Satisfy statutory and legal requirements;


We must:
  • Ensure that we have a high quality, competent, motivated and committed staff team responding to the changing needs of the organisation
  • Nurture a creative and enterprising culture throughout our organisation capable of responding flexibly to the challenges faced and opportunities arising.


We must:
  • Generate rands 200,000 as seed capital to cover start up costs. This start up money to be obtained primarily from ‘inaugural friends’ from within the broad engineering industry in relatively small amounts.
  • Generate income thereafter, sufficient to cover our expenses, from corporate and government funds allocated from primarily their social responsibility budgets.
  • Develop a secure and diverse funding base to cover our activities;
  • Ensure we maintain our reserves at a prudent level.
  • Operate an independent bank account with a recognised, internationally managed bank, using good practise in terms of orders, statements, payments and signatories.
  • Ensure the finances are audited annually.


We must:
  • Market our services effectively;
  • Communicate effectively with our supporters and clients.

Facilities and Systems

We must:
  • Have cost-effective systems, sufficient to meet our needs.
  • Have a good quality working environment, conducive to good morale and productivity.
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Plan of Action

Initial Set Up Period

The initial setting up period is regarded as from November 2005 until the registration as a Section 21 Company, not for gain, the election of a Board of Trustees by registered Members by end June 2006. This period will constitute the following:
  • Setting up a Section 21 Company not for gain including the nomination of the legally required Board and Company Executives from the persons (members) who have shown an interest and a willingness to get involved. This Company structure would remain in place until an election takes place to put in place a structure as defined in the Governance Manual.
  • Extending the base of the Membership, particularly in the areas around Johannesburg, Port Elizabeth , East London and Durban and in the engineering and other disciplines so far not tapped. This will be carried out so that the maximum number of persons and Institutions are available as Founder Members to participate in an election for a truly representative Board of Trustees/Directors. This will involve the present management in visiting these areas, appointing suitable representatives and organising meetings to spread the word.
  • Completing the Strategic/Business Plans, including the Budget for the first two years.
  • Completing the Governance Manual and ensuring the Articles of Agreement and the Memorandum of Understanding reflect the future governance of the Section 21 Company..
  • Fundraising the seed capital required for the initial period.
  • Meeting and introducing RedR Southern Africa to our stakeholders, particularly Government and NGO’s.
  • Discussing training needs with our stakeholders and adapting the existing RedR, and other available training courses to suit the stakeholders needs.
  • Developing training courses such that they can be registered with SETA and ECSA and to make them CPD compliant.
  • Discuss with various training and technical organisations their willingness to run RedR motivated training courses.
  • Discussing future possible personnel needs with our stakeholders
  • Locating and setting up offices for the management of RedR Southern Africa.
  • Maintaining the interest of those persons who have already shown interest in supporting RedR Southern Africa.
  • Obtain sanction from RedR International to proceed further to a state of Accreditation.
  • Obtaining funding, in principle for the year 2006 to 2007.

2nd Stage - Election of Board

  • Holding an election to constitute a Board of Trustees.
  • Appointment of Auditors.
  • Discussion , approach and appointment of additional co-opted Trustees/Directors.
  • Election of Chairman and Vice Chairman.
  • Election of Office Bearers – Treasurer and Company Secretary.
  • Election of International Liaison Officers
  • Appointment of the CEO.
  • Appointment of Staff after recommendation by the CEO.
  • Recommendation and approach to a patron and ambassadors.
  • Adoption of the Articles of Agreement.
  • Adoption of Mission Statement
  • Adoption of the Governance Manual
  • Adoption of the Strategic/ Business Plan
  • Adoption of Budget for 2006 and 2007
  • Discussion, approach and appointment of a President.

3rd Stage - 2 Year Plan 2006 and 2007

This period has been chosen as being a start up period during which the direction and emphasis of RedR will be formed for the future. RedR Southern Africa must also be flexible in its approach to new points arising from discussions with Stakeholders. During this period, the Management will create a viable management structure. They will also present to the Board or Board Committee’s for discussion, and decision, information, papers and budgets for:
  • Critical target areas.
  • Shadow, empowerment working.
  • Involvement in South African Government policy.
  • HIV Aids and other medical issues.
  • Disaster Management within and outside of South Africa..
  • Rapid Response on behalf of NGO’s, Government or Stakeholders
In addition to this the management will be targeting the following:
  • Accommodation for two years 2006 to end 2007.
  • Engagement with stake holders.
  • Fund raising.
  • Publicity.
  • Training
  • Enrolment of Registered Operatives.
  • Enrolment of Members.


As Training is such a large part of the RedR ethos, we have given it a separate section. It is the intention that one senior Manager should be responsible for the training programme. This will entail the following:
  • Assessing the training requirements of our stakeholders and agreeing the best way to carry this forward, in terms of - What training - Who to train - How to train.
  • Assess for Board decision whether RedR Southern Africa wishes to embark on its own, run and managed training courses Assessing the suitability of the various educational establishments to hold RedR Southern Africa motivated training courses.
  • Assessing the existing courses run and/or managed by the RedR family for their suitability to the African Market.
  • Adapting the existing courses run and/or managed by the RedR family to make them suitable to the African Market.
  • Ensuring that the adapted courses are accepted for accreditation to SETA and ECSA and are CPD compliant.
  • Assist in the selection of Potential Operatives who are to be trained to the level of Registered Operatives, ready to go into the field.
  • Setting up courses, including the selection of trainers, to enable the selected Operatives who are to be trained to the level of Registered Operatives, to be ready to go into the field.
  • Setting up courses for NGO’s, Government Departments, Corporates and any other stakeholder who wishes to receive training.
  • Extending training to persons of responsibility within areas of Africa .
  • Ensure the training programme is cost effective and good value for persons attending.


In this section we deal with the aspirations of RedR Southern Africa to provide a fully empowered service to our stakeholders. It is the intention of the RedR Southern Africa Board of Trustees to set up a specific Committee to oversee the empowerment of previously disadvantaged persons within the projects undertaken by RedR Southern Africa.
Funds will be raised specifically for this.
Stakeholders will be asked to accept ‘shadow’ recruitment whereby previously disadvantaged persons, who lack the expertise required by our stakeholders are given the opportunities to be trained and to obtain the necessary skills to develop this expertise working alongside our Active Operatives under a knowledge coaching system..
Where our stakeholder is a government of a Country outside of South Africa, the ‘shadow’ operative may be from that Country.


The funding (budget) requirements for the initial start up period and the years 2006 and 2007 are attached to this report.
This budget forms the basis for the capital to be raised at each stage.
The budget is based on the following assumptions:
  • The budgeted amount to be raised for the initial start up is set at a minimum of R200,000.00
  • The initial period will take until end June 2006 and is dependent on the forming of a non profit organisation within South Africa and recognition by RedR International.
  • Salary payments to the management, during this period will only be paid if sufficient funds are available. Should this happen, these amounts will be reimbursed out of donated funds at a latter date.
  • A target for fundraising for the remainder of 2006 is set at R 1,200,000.00 of which 20% is set aside for payment to the Fundraiser.
  • The writing, adaption and up front funding for content, lecturers and co-ordination of training courses will have to be met for a period of approximately 2 years.
  • Training charges will include for administration costs and after the end 2007 the training should be self funding.
  • Individual projects sanctioned by the Board will be funded by specific fundraising.
  • RedR Southern Africa will have their own office space, furniture and equipment.
  • From end 2007 all management staff will be paid at the going rate for the job. The rate to be fixed by the CEO, with approval from the Board.

Fund Raising

It is the intention to use Heart of Healing as the professional fundraiser, for the period up to the time the Board is selected under the election. A Heads of Agreement will be signed by the initial management. After the election, the Board will re-assess this appointment, taking into consideration the Heart of Healing commitment and the progress at that point. Heart of Healing are appointed on the basis of their agreed “Fund Raising Strategy”. Heart of Healing are appointed on a ‘no performance, no pay’ basis, which puts no onus on RedR Southern Africa to cover any debt position.. Their initial appointment was agreed at the conception of RedR Southern Africa in order to:
  • Raise the necessary ‘seed’ capital to commence the initial period.
  • Raise the funds for the second period 2006 and 2007.
  • Assist in matching the established aims and mission of RedR with the ability to raise funds for the management and projects embraced by RedR Southern Africa.
The Board should remain aware of the necessity to raise funds for projects that have not the ability to be self funding.


It is the intention to use Wildfire Communications to carry out the media publicity for the period up to the time the Board is selected under the election. At this point the Board will re-assess this appointment, taking into consideration of their commitment and progress at that point. The initial press releases and the three consequent television appearances have been carried out free of charge. Apart from this work will be carried out on a fee basis to be agreed in advance.
Their initial appointment was agreed at the conception of RedR Southern Africa on the following basis:
  • The apparent lack of knowledge among the engineering establishment has made it necessary to raise the profile of RedR, both within the engineering establishment and the general community.
  • It was considered necessary to maintain RedR Southern Africa in the public eye to assist in the raising of the necessary ‘seed’ capital to commence the initial period.
  • It was considered necessary to maintain and expand RedR Southern Africa’s image and identity, in the public/corporate world to assist in the raising of the necessary funds for the second period 2006 and 2007.
It is envisaged that further publicity will be required, including the following:
  • An expansion within South Africa, particularly in terms of the engineering community and Government, of the knowledge about RedR Southern Africa, its mission, its capabilities and its readiness.
  • An expansion within Africa, on the part of the engineering community and the stakeholders ( NGO’s and Governments) of the knowledge about RedR Southern Africa, its mission, its capabilities and its readiness.
  • The establishment of RedR Southern Africa as a respected, quality organisation with humanitarian ideals.
It is acknowledged that Wildfire Communications and Heart of Healing will be required to work closely together on this project.


RedR Southern Africa acknowledges the inherent value of being a member of the RedR International family and will actively seek accreditation to that body.

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