Induction Handbook Low resolution

Workingasone

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1–2Part 1 - Australian Red Cross August 2012

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Copyright © 2012

All rights reserved. Except under the conditions described in the Copyright Act 1968 of Australia and subsequent amendments, no part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior permission of the copyright owner.

Australian Red CrossNational Office155 Pelham StreetCarlton VIC 3053Tel +61 3 9345 1800Fax +61 3 9348 2513

[email protected]

1–3Part 1 - Australian Red CrossAugust 2012

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Table of Contents

Part 1 Australian Red CrossYour Induction 1-6

Australian Red Cross Beginnings 1-9

International Red Cross Red Crescent Movement 1-12

Australian Red Cross Today 1-22

Glossary and Acronyms 1-74

Part 2 Australian Red Cross VolunteersIntroduction 2-4

Mutual Expectations 2-7

Support and Recognition 2-10

Organisational Policies 2-11

Part 3 Australian Red Cross StaffIntroduction 3-4

Information and Records 3-5

Aurion Self Service 3-5

Human Resources Strategic Framework and Policies 3-8

Employment Arrangements 3-14


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AcknowledgementsThank you to all Australian Red Cross and Australian Red Cross Blood Service people who have contributed to the review and development of this Induction Handbook.

PrivacyAll photographs used throughout this Induction Handbook comply with Australia’s National Privacy Principles.

About this handbookThis handbook is designed to assist and support all new workforce members at Red Cross. Part 1 provides an overview of the International Red Cross Red Crescent Movement and also Australian Red Cross. Parts 2 and 3 provide information specific to volunteers (Part 2) and staff (Part 3).

For further information on any of the content in this document refer to the Red Cross intranet or wiki and to specific links as indicated. You will find a wealth of information on the intranet and on the website, www.redcross.org.au with links to numerous Australian and international sites.

New information is constantly being added and updated to help you stay abreast of what is happening so you should regularly check these sites.

FeedbackWe encourage you to send feedback or comments about this handbook to your local Human Resources team member. Your feedback is highly valued and will be taken into consideration in the development of future editions of the Red Cross Induction Handbook.


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Welcome from the CEOWelcome to Australian Red Cross. We are proud to be part of the world’s largest humanitarian organisation. Red Cross Red Crescent National Societies currently span 188 countries with millions of volunteers, members and staff worldwide.

We are committed to building a unified, contemporary national organisation as described in our five year strategic plan – Working as One, Strategy 2015.

Strategy 2015 will ensure that we are truly capable of meeting the needs of the most vulnerable and that all Red Cross people – volunteers, members and staff – are empowered to do the best they can in their work. Whatever your role is with Australian Red Cross, you are valued and extremely important to our work today and goals for the future.

We aim to have a workforce culture where all staff and volunteers work together in a collaborative manner and in which innovation is encouraged and fostered. Our work is underpinned by the seven Fundamental Principles of the Red Cross Red Crescent Movement and by the Australian Red Cross Code of Conduct.

Thank you for choosing to join Australian Red Cross and helping to make the world a better place through the Power of Humanity.

Kind regards,

Robert Tickner Chief Executive Officer


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Your InductionHello and welcome to Australian Red Cross.

We want to make sure that we meet your expectations and that you are clear about what is expected of you as a member of the Red Cross workforce. This handbook underpins a supportive orientation and induction process which includes the timely provision of tools and other resources to help you settle quickly into the organisation and your new role.

The handbook gives an overview of the International Red Cross Red Crescent Movement or ‘the Movement’ [the term used to refer to the International Federation of Red Cross and Red Crescent Societies (IFRC) and the International Committee of the Red Cross (ICRC) and the 188 National Societies]. The content includes an explanation of how Red Cross operates at a local, national and global level and provides specific procedural and policy information for new members (both volunteers and staff) of the Red Cross workforce.

Induction Process

Your induction program forms part of the Red Cross Human Resources (HR) life cycle approach to staff and volunteer management. The stages of the lifecycle are: plan, attract, engage, develop, support, reward, retain and transition. Induction falls under the engage phase of the lifecycle which begins on your first day with Red Cross.

The induction process for new workforce members is comprised of two elements: local orientation and participation in a national induction workshop. Your induction will also include role specific elements.

Local Orientation

Your local orientation will help you to settle quickly into your work location and role. You will meet your team members and other Red Cross people and be shown your work location and amenities and be made aware of important policies and guidelines. You will also be provided with:

•guidelines and expectations in regard to standards of performance and behaviour

• information to ensure your safety at work

•a detailed role or position description so that you can confidently commence your duties.

National Induction Workshop

At the national induction workshop you will meet others new to the organisation as well as increasing your understanding of the work environment, our culture and your rights and responsibilities as a member of the Red Cross workforce.

The workshop includes information about the structure and governance of the organisation, Red Cross services and programs and how we work.

New staff members should attend the national induction workshop within the first six weeks of commencement. Volunteers should attend the volunteer specific induction workshop within the first two months of commencement.


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Red Cross Induction Resources

A combination of written information, on the job training and orientation are incorporated into the orientation and induction process. Information received will include the items listed below.

Information which you receive at, or before commencement of your role

New volunteers receive:

•position description

• reporting requirements

•consent to check and release National Police Record form

•Work Health and Safety (WHS) and Equal Opportunity (EO) information

•Working As One - Strategy 2015 brochure

•a copy of the Code of Conduct brochure

•all the information you need to operate effectively from day one.

New staff receive:

•employment agreement or letter of appointment

•position description

•superannuation form

• tax file number declaration form

•consent to check and release National Police Record form

•salary packaging information from provider Maxxia

•Working as One – Strategy 2015 brochure

•Australian Red Cross Code of Conduct

•Copies of salary packaging, EO and WHS policies

•Fair Work Information Statement

• IT new starter information and computer user policy

•Aurion Self Service Information (Aurion is a Human Resource Information System).

National Induction Handbook

You will receive a copy of the Induction Manual which should be read in conjunction with information available on the Red Cross intranet, wiki and website.

Induction Checklist

A checklist is provided which helps you to easily check that you have received all the information you need.

National Induction Workshop

You will attend an induction workshop where you can meet other Red Cross inductees, ask questions and further your knowledge of the Red Cross Red Crescent Movement.

Induction Survey

After you have been with Red Cross for three months, you may opt to complete the Induction Survey. You can provide feedback on the adequacy and efficiency of Red Cross recruitment and induction processes. Your feedback helps us to ensure that we meet the needs of new starters.

Local Induction

Your work location may have additional locally specific induction activities.

Your manager or team leader or local HR team member will help you with any questions you have about your individual induction to Red Cross.


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Australian Red Cross

100 Years 1914 - 2014

Australian Red Cross serves communities at home and abroad. Our services support the most vulnerable groups in the Australian community.

Australian Red Cross development

and emergency programs

bring long term benefit and alleviate

suffering. Together our strong volunteer force, committed

members, staff and leaders,

strive to provide quality services through relevant humanitarian activities.


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Lady Helen Munro-Ferguson, wife of the Governor General, founded Australian Red Cross as a branch of the British Red Cross on 13 August, 1914, nine days after the outbreak of World War 1. Wives of the state governors were asked to form local committees in each Australian state capital.

Australian Red Cross was involved in a range of wartime activities and fundraising but is probably best known for its success in mobilising volunteers to create the much appreciated ‘comfort’ parcels sent to servicemen overseas. From the date of its inception until the armistice, Australian Red Cross dispatched 395,695 food parcels and 36,339 clothing parcels.

In 1941 Australian Red Cross was incorporated by Royal Charter and became a National Society in its own right.

During World War 2 (1939-1945) Australian Red Cross sent men and women Field Officers to serve the sick and wounded in every theatre of war in which Australian troops were engaged; provided a range of services to Australian prisoners of war and their families; and, began handicraft services in military and repatriation hospitals, amongst many other activities.

In 1958 the Australian Government ratified the four Geneva Conventions of 1949.

Since these beginnings Australian Red Cross has always been there for people in need, providing relief in times of crisis and care for the most vulnerable in Australia and around the world.

In times of conflict or natural disaster our volunteers are committed to putting our humanitarian values to work, offering practical assistance and support at any time of the day or night.

We also are committed to helping those in need in our community, from providing breakfast for hungry children every day to supporting the elderly and isolated in their own homes.

How Australian Red Cross Began – 1914 - 1960


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The Power of Humanity

Red Cross mobilises the Power of Humanity; the powerful notion of people helping people that can make a real difference to those in need.

The Power of Humanity invites everyone to join together and play a part in making the world a better place.

Our members, branches and units, volunteers, staff and supporters give us unparalleled strength, working in local communities across Australia and internationally to achieve the Red Cross vision.

Fundamental Principles

At all times our staff, volunteers and members are guided by the seven Fundamental Principles of the International Red Cross and Red Crescent Movement.

The aims of the Fundamental Principles are firstly to express the reason for the existence of the Movement and to inspire and influence all that we do. Secondly, the Fundamental Principles explain the structure of the Movement and how it works.

The seven Fundamental Principles were formally adopted at the 20th International Conference of the Red Cross Red Crescent Movement in Vienna in 1965.

The definitions were also agreed, and the wording cannot be changed or truncated. Members, volunteers and staff are guided by these seven Fundamental Principles in all activities.

Your local International Humanitarian Law officer can help if you have questions about how the Fundamental Principles might apply to your work.


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Humanity

The International Red Cross and Red Crescent Movement, born of a desire to bring assistance without discrimination to the wounded on the battlefield, endeavours, in its international and national capacity, to prevent and alleviate human suffering wherever it may be found. Its purpose is to protect life and health and to ensure respect for the human being. It promotes mutual understanding, friendship, cooperation and lasting peace amongst all peoples.

Impartiality

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

Neutrality

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

Independence

The Movement is independent. The National Societies, while auxiliaries in the humanitarian services of their governments and subject to the laws of their respective countries, must always maintain their autonomy so that they may be able at all times to act in accordance with the principles of the Movement.

Voluntary Service

The International Red Cross and Red Crescent Movement is a voluntary relief movement not prompted in any manner by desire for gain.

Unity

There can be only one Red Cross or one Red Crescent Society in any one country. It must be open to all. It must carry on its humanitarian work throughout it’s 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, is worldwide.


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The International Red Cross Red Crescent Movement is the largest humanitarian organisation in the world. Its mission is to relieve human suffering, wherever and whenever it may be found, without discrimination on political, national, racial, religious or class grounds. In virtually every country of the world, millions of staff, members and volunteers perform the day to day work of the Movement.

Origins of the Movement

The origins of the Movement are found in events which took place in June 1859. Henry Dunant, a Swiss banker witnessed the devastation and suffering caused by armed conflict at the Battle of Solferino in northern Italy. Horrified by the carnage and the plight of the wounded, he rallied the women of a nearby town to bring comfort to the wounded and dying. He made no distinction between the warring nationalities, showing compassion to all men. His rallying cry was:

‘Tutti Fratelli’ – all men are brothers.

A Memory of Solferino

In 1862, Henry wrote, ‘A Memory of Solferino’, the book in which he described the appalling conditions and suffering of wounded soldiers on the battlefield and the relief operation he had initiated to assist them. He proposed:

‘Would it not be possible, in time of peace and quiet, to form relief societies for the purpose of having care given to the wounded in wartime by zealous, devoted and thoroughly qualified volunteers?’

Such permanent relief societies, he suggested, could be ready and trained to support the armed forces’ medical services in wartime.

International Committee for Relief to the Wounded

In 1863, Dunant proposed that an international congress be held ‘to formulate some international principle, sanctioned by a Convention inviolate in character, which might constitute the basis for societies for the relief of the wounded.’ The Convention would also protect the wounded and those coming to their aid. (A Memory of

Solferino, English Translation, ICRC, Geneva, 1986, p. 126)

Henry Dunant (1828-1910) circa 1860. Photo: ICRC © Frédéric Boissonnas

Henry’s proposals to set up a volunteer organisation and to have nations agree to a Convention to treat sick and wounded soldiers in an impartial and neutral manner lay the foundation for the Red Cross Movement and the Geneva Conventions - the laws of war.

International Red Cross Red Crescent Movement


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In Geneva in October 1863, Henry Dunant, Gustave Moynier (lawyer), General Guillaume-Henri Dufour (military officer), Dr Louis Appia and Dr Theodore Maunoir (medical doctors) set up the International Committee for Relief to the Wounded. The Committee, later to become the International Committee of Red Cross (ICRC), chose as its emblem a red cross of five even squares on a white background, the reverse of the Swiss flag. At the urging of this Committee, the Swiss government invited other governments to attend an international conference in 1864.

At this landmark meeting of representatives from 15 European countries and the United States of America, 12 governments became signatories to the First Geneva Convention for the ‘Amelioration of the Condition of the Wounded in Armies in the Field’.

This was the beginning of codified International Humanitarian Law (the laws of war) and addressed several important issues in armed conflict. It sought to afford care for the wounded. Medical services on the battlefield were defined as neutral and were responsible for care of the wounded of all sides. Because they refrained from engaging in the hostilities, medical services were to be respected and protected.

From these beginnings, the ‘Movement’ would grow to include three components as follows:

• International Committee of Red Cross (ICRC)

• International Federation of Red Cross and Red Crescent Societies (IFRC)

•188 National Red Cross and Red Crescent National Societies.

Henry Dunant was the first recipient of the Nobel Peace Prize in 1901

‘Would it not be possible, in time of peace and quiet, to form relief societies for the purpose of having care given to the wounded in wartime by zealous, devoted and thoroughly qualified volunteers?

Such societies could even render great service during epidemics or at times of disaster or flood and fire; the philanthropic motives underlying their vocation would bring them into action immediately wherever and whenever they could usefully intervene.’

Henry Dunant


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International Committee of Red Cross Formed in 1863 the International Committee of Red Cross (ICRC) is the founding body of the Movement and has its headquarters in Geneva, Switzerland. The ICRC is present in some 80 countries and has approximately 12,000 staff.

Under the terms of the Geneva Conventions, the ICRC is an independent, neutral organisation and has a permanent mandate to undertake the role of neutral intermediary in times of armed conflict, providing protection and assistance to victims, visiting detainees, providing medical care to the sick and wounded and tracing and reuniting separated families.

As the custodian (or guardian) of the Geneva Conventions, the ICRC has a particular mandate under international humanitarian law to visit prisoners of war.

For more information visit the ICRC website at www.icrc.org

What the ICRC Does•Promotes respect for international humanitarian law.

•Monitors compliance with and contributes to further development of international humanitarian law.

•Supports Red Cross and Red Crescent National Societies to prepare for and respond to armed conflict and other situations of violence.

•Tries to ensure civilians not taking part in hostilities are spared and protected.

•Visits prisoners of war and security detainees.

•Works to find missing persons.

•Transmits messages to and reunites family members separated by armed conflict.

•Offers or facilitates access to basic health care services.

•Provides urgently needed food, safe drinking water, sanitation and shelter.

•Helps reduce the impact of mines and explosive remnants of war.


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The League of Red Cross and Red Crescent Societies was founded in Paris in 1919 in the aftermath of World War I. The return of disabled soldiers and the needs of Spanish flu patients in the 1920s defined some of its early roles. In November 1991, the League became known as the Federation (IFRC).

The mission of the IFRC is to improve the lives of vulnerable people by mobilising the Power of Humanity.

The Federation:

•directs and coordinates international relief efforts

•cares for refugees

• implements development programs to strengthen the operational capacity of National Societies in developing countries.

The IFRC encompasses 188 Red Cross and Red Crescent National Societies, a Secretariat in Geneva and delegations around the world. Australian Red Cross is a member of the Federation.

For more information visit the IFRC website at www.ifrc.org

Global Mission of IFRC•Reduce the number of deaths, injuries and impact

of disasters.

•Reduce the number of deaths, illnesses and impact from diseases and public health emergencies.

• Increase local community, civil society and Red Cross Red Crescent capacity to address the most urgent situations of vulnerability.

•Promote respect for diversity and human dignity, and reduce intolerance, discrimination and social exclusion.

Strategy 2020

The blueprint for the future operations of the International Federation of Red Cross Red Crescent Societies is Strategy 2020. This provides the basis for the strategic plans of National Societies. The aims of Strategy 2020 are to:

•save lives, protect livelihoods and strengthen recovery from disasters and crises

•enable healthy and safe living

•promote social inclusion and a culture of non violence and peace.

The strategic plan of Australian Red Cross, Working as One is aligned with the IFRC Strategy 2020.

International Federation of Red Cross and Red Crescent Societies


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National Societies

National Red Cross and Red Crescent Societies (of which Australian Red Cross is one) embody the work and Principles of the Movement. There are currently National Societies in 188 countries.

National Societies act as auxiliaries to the public authorities of their countries in the humanitarian field and provide a range of services including disaster relief, health and social programs. Each National Society also provides core Red Cross services such as tracing and the promotion of international humanitarian law and humanitarian values. National Societies assist affected civilian populations and support the army medical services where appropriate during a war.

What Does ‘Auxiliary’ Actually Mean?

A National Society is not an NGO. A National Society is established by government and has unique roles in supporting the humanitarian services of its public authorities. This is quite a distinctive relationship. Internationally, the ICRC and the Federation have observer status at the United Nationals General Assembly, another right that has been specially granted.

The practical implications of the auxiliary role differ from country to country, however the common thread is that National Societies are reliable partners for national and local public authorities. Before a National Society can become part of the Movement, a number of conditions need to be met. The first is that the State, that is, the law making body/parliament of the country, must have agreed to be bound by the Geneva Conventions of 1949. A State must then legally recognise the National Society in some form of domestic law, decree or Royal Charter. A nongovernment organisation (NGO) does not have these requirements.

A National Society is not a NGO. From its inception, a National Society has a different relationship with its government and public authorities and in the United Nations system has a special status not accorded to NGOs.

This in no way implies that the government controls or directs the work of a National Society. Each government must recognise the National Society in some legal form and in endorsing the National Society the government and authorities are required to allow for work of the National Society to be governed by the seven Fundamental Principles.

The Movement Comes Together

The ICRC, Federation and National Societies are independent bodies. Each has its individual status and no one exercises authority over any other. The Movement is bound together in a number of different ways. For instance, by the seven Fundamental Principles and by the use of the red cross, red crescent and red crystal emblems.

There are regular meetings of Movement partners. The International Conference of the Red Cross Red Crescent, held every four years, is the Movement’s highest deliberative body. Importantly, this conference is also attended by the 194 nations which are party to the Geneva Conventions. Thus governments play a part in these Red Cross discussions and have the chance to input into Movement priorities and make commitments, or pledges, for the next four years.

Two other Movement meetings take place every two years: the General Assembly (made up of National Societies and the IFRC ) and the Council of Delegates which brings together ICRC, IFRC and National Societies.


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2013 General Assembly and Council of Delegates in Sydney

Australian Red Cross is honoured to be the host city for the 19th session of the General Assembly of the International Red Cross Red Crescent Movement. This is due to be held in Sydney in November 2013, on the eve of the Centenary Year of Australian Red Cross.

This will be the first meeting of the General Assembly and Council of Delegates meetings to be held in Australia or the Pacific region and will enable an immediate and elevated profile for the international Movement, for Australian Red Cross and for our neighbours from Asian and Pacific National Societies with whom we work so closely.

2014 Centenary Year Planning

Hosting the 2013 General Assembly and Council of Delegates will provide a tremendous opportunity to launch our Centenary Year in 2014. Planning for our Centenary Year has already commenced with the appointment of Associate Professor Melanie Oppenheimer to write our centenary history and the establishment of a Board Committee to oversee arrangements.


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The Relationship Between Red Cross and IHL

From its creation in 1863, the International Red Cross Red Crescent Movement has had an inseparable relationship to IHL.

The creation of the Movement and the birth of modern IHL stem from the vision of the same person – Henry Dunant.

As well as the historical relationship, the most important treaties in the area of IHL – the Geneva Conventions and their Additional Protocols – contain numerous provisions which give elements of the Movement specific tasks they are legally entitled to undertake during times of armed conflict. For example, under IHL the ICRC has the right to visit prisoners of war and Red Cross and Red Crescent National Societies must be allowed to carry out humanitarian activities. This legal connection between an international humanitarian organisation and a specific area of international law is unique and provides the Movement with a legal mandate to assist victims during times of armed conflict.

National Societies, such as Australian Red Cross, are required to disseminate and educate the public and particular target audiences about the significance of IHL. Indeed a National Society cannot exist unless the State has ratified the Geneva Conventions and passed a law recognising the Red Cross, Red Crescent or Red Crystal emblems within its territory.

It is essential for Red Cross people to have an understanding of International Humanitarian Law and humanitarian values – a body of law and principles that underpin and drive the work of the Red Cross worldwide.

What is IHL?

International Humanitarian Law (IHL) is a set of rules which seeks, for humanitarian reasons, to limit the effects of armed conflict. IHL protects persons who are not, or who are no longer, participating in the hostilities and restricts the means and methods of warfare.

International Humanitarian Law is also known as the law of war or the law of armed conflict.

In all there are over ninety IHL treaties, but the most fundamental and well known are the Geneva Conventions – in fact four Geneva Conventions and their three Additional Protocols.

International Humanitarian Law

The Governor General Ms Quentin Bryce and

Mrs De Kretser, wife of the Governor of Victoria look at an

exhibition highlighting the ways women are affected by war.


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IHL protects people who are not, or who are no longer taking part in the fighting, such as civilians, the wounded, the sick, prisoners of war, detainees, shipwrecked, medical and religious military personnel. These categories of people are entitled to respect for their lives and parties to a conflict must provide them with assistance and treat them humanely at all times without discrimination. For example, civilians must not be made the object of an attack; the wounded and sick must be collected and cared for; and prisoners and detainees must be treated humanely and benefit from judicial guarantees.

IHL limits the type of weapons and military tactics which can be used during armed conflict. It is prohibited to use weapons or methods of warfare which do not distinguish between those taking part in the fighting (combatants) and those who are not (civilians) and civilian property. IHL does not allow the use of weapons which cause superfluous injury or unnecessary suffering; and, it prohibits tactics which cause severe or long term damage to the environment.

You will learn more about IHL and the work of Red Cross in times of conflict when you attend the IHL Fundamentals Training Course as part of induction training. It is a requirement for all staff to attend this program. Contact your local IHL Officer or human resources for more information.

Parliamentarians together with members of the Red Cross Red Crescent Movement commemorate the 60th Anniversary of the Geneva Conventions on 12 August 2009.

Nine year old Mashal Mohamad attends the ICRC orthopaedic centre in Kabul, Afghanistan for physiotherapy, three years after losing his right leg in a landmine accident.


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Geneva Conventions Timeline

1864 First Geneva ConventionProtects wounded and sick combatants, the medical and religious personnel caring for them, the vehicles, the sites and equipment used for their benefit.

1907 Second Geneva ConventionExtends protection to shipwrecked combatants. Hospital ships must be respected and protected. They may not, for example, transport weapons or active combatants.

1929 Third Geneva Convention Protects prisoners of war and sets out the rules regarding their treatment, including the role of ICRC visits.

1949 Fourth Geneva Convention Protects the civilian population, especially those in occupied territory. Civilians must never be the object of attack.

1977 Two Additional ProtocolsProtocol 1 adds extra protection in international conflict (such as for children, women, the environment).

Protocol 11 extends the laws to non international armed conflict. These were vital additions to meet the changing nature of warfare.

2005 Third Additional ProtocolAdds the red crystal as a third emblem of protection.


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The neutral emblems of the red cross, red crescent and red crystal are international symbols of protection in situations of armed conflict.

All countries of the world have agreed to respect and protect the emblem of the red cross on a white background, as well as the red crescent, by signing the Geneva Conventions. Many are agreeing to respect the additional emblem, the red crystal, too.

In armed conflict the red cross says ‘Don’t Shoot!’ – this person, site, vehicle or equipment is not part of the fight, but is providing impartial assistance. For 150 years the emblem has saved lives, particularly those of the wounded, prisoners of war and civilians in wartime. It enables the Red Cross Red Crescent Movement to access victims of war and carry out our life saving work.

The red crescent emblem was first used by Red Cross volunteers during the conflict between the Ottoman Empire and Russia in the late 1870s. The emblem was officially adopted in 1929.

In more recent times, in some conflicts, the red cross and the red crescent emblems have mistakenly been believed to have religious or political connotations and this led to the need for a third emblem, free of any political, religious, racial or ethnic meanings. The red crystal was adopted in December 2005 as the additional protective emblem.

More than a Logo

The Red Cross emblem is far more than a logo or trademark. As a universal emblem of protection in armed conflict, its use is restricted under international humanitarian law and specifically by Australian law. Section 15 of the Geneva Conventions Act 1957 (Cth) makes it a criminal offence to misuse the emblem in Australia.

Australian Red Cross has strict obligations about how we use the red cross emblem to promote our activities and products. We must use the emblem in the form of the Australian Red Cross logo, the indicative use described further on.

Use of the Emblems

The emblems are used in war time on hospitals, tabards and so on. In these cases the emblem is usually in large dimensions – this is protective use.

In peacetime, the emblems are used to show that a person or an object is linked to the Movement – this is indicative use. In these cases the emblem is much smaller in size.

Australian Red Cross has strict obligations about how we use the red cross emblem to promote our activities and products. We use the emblem in the form of the Australian Red Cross logo, to show that a person or object is linked to the Movement (indicative use).

Under Australian law, no person or organisation is allowed to use the red cross emblem without the permission of the Minister of Defence.

Report any misuse by any other company or organisation to your local IHL officer.

Australian Red Cross has chosen a particular logo – of specific proportions and with a particular font. This is used to mark its work and products and on other signage. The logo comprises a red cross – always accompanied by the words, ‘Australian Red Cross’.

The Red Cross CEO, Director of Services and International Operations, National Director Marketing Fundraising and Communications and the Executive Directors in each State and Territory may authorise the use of the logo for internal purposes. Only the Red Cross CEO may authorise external use of the logo.

Emblems

The emblems are regulated under international and domestic law, and can only be used in very specific circumstances.

They are universally recognised as emblems which offer protection.


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Australian Red Cross Today

Red Cross is there for people in need, no matter who you are, no matter where you live.

Relief in times of crisis, care when it’s needed most and a commitment to healthier communities

We help millions of people around the world each year and care for local communities in Australia and Asia Pacific.

theofpower

humanity


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People Helping People

The essence of Red Cross is people helping people. We all come together with ideas and actions to help the most vulnerable people in our neighbourhood, country and across the world. The hard work, fundraising and generosity of our volunteers, members, donors and staff enable Australian Red Cross to help people most in need.

Red Cross People and Supporters(including Australian Red Cross Blood Service)

Red Cross People and Supporters (excluding Australian Red Cross Blood Service)

Source: HR + MF&C Statistics 2012

8,000

65,00080,000

18,76833,815

3,014

606,000

18,768

3,014

33,81565,000

8,000

80,000

Active members

Active volunteers

Staff

Regular givers

Humanitarian donors

Disaster appeal donors

Blood donors


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The main source of funding is government grants for specific programs both in Australia and overseas as well as funds to operate the Australian Red Cross Blood Service.

The graphs illustrate income by source, as a percentage.

The first represents the activities of Red Cross including government funding to operate the Australian Red Cross Blood Service.

‘Community support’ is money received from the Australian public: from humanitarian regular monthly givers, donations, third party community fundraising, corporate supporters, bequests and events.

‘Government grants’ include local, State/Territory and Federal Government funds for specific everyday community programs both in Australia and overseas.

‘Sale of goods and commercial activities’ represents income from retail shops, first aid and commercial businesses and the sale of merchandise.

‘Investment income’ includes dividends, interest and rental income from investment properties.

‘Other income’ includes membership income and profit on disposal of assets.

The second graph shows income solely for the non blood humanitarian work of Australian Red Cross in Australia and overseas. When the Blood Service is excluded, 43% income comes from government grants and 36% from community support. Community support’s proportion of total income has grown year on year.

Where Money Comes From and How it is Spent

Society Non blood humanitarian services

13%2%2%6%

77%

36%1%

3%

17%

43%

Community support

Government grants

Sale of goods/provision of services

Investment income

Other income

(Source: Annual Report 2011)


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The graphs for funds expenditure for 2011 show how funds are disbursed.

Where the services money is spent

3.24%0.87%

2.04%

6.86%

7.29%2.43%

16.74%

60.53%

2011 - Expenditure(including blood service activities)

83% of expenditure is spent on Key Priority areas, building on our strengths and meeting the challenge of helping vulnerable people in the community.

16%

1%3%

5%

9%11%

19%

36%

2011 - Program Expenditure by Priority Area

Blood Service

Domestic Programs

International Programs

Commercial Operations

Emergency Appeals

Fundraising

Marketing

Administration

Disaster and Emergency Services

Impact of Migration

Locational Disadvantage

Social Inclusion

International Aid and Development

Aboriginal and Torres Strait Islander Programs

International Humanitarian Law

Other




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Working as One - Strategy 2015Strategy 2015 provides a clear plan for our work in making a positive and lasting impact on disadvantage in our seven priority areas. It applies to all that we do, including our programs, services and support functions.

Working as One - Strategy 2015 captures our One Red Cross vision that unites all Red Cross people – members, volunteers and staff – under a single strategy, structure and culture. It represents our commitment to work closely with our clients, our supporters and our partners in government, the Red Cross Movement, the non profit sector, business and the wider community. Commenced in July 2010, it describes who we are, how we work and how we help. It brings together the Australian Red Cross:

•Vision and Mission

•Fundamental Principles

•Seven Priority Areas

•Four Cross Cutting Themes

•Ways of Working

•Four Enabling Goals.

Vision

To improve the lives of vulnerable people in Australia and internationally by mobilising the power of humanity.

Mission

To be a leading humanitarian organisation in Australia, improving the lives of vulnerable people through services delivered and promotion of humanitarian laws and values.

Enabling Goals

Our enabling goals define how we organise ourselves to successfully deliver on our priority areas. The goals are:

•engage, partner and influence to promote humanitarian values and prevent and reduce vulnerability

•work together to engage, value and enable our people

•be effective and accountable in all that we do

•build a sustainable organisation.


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1. Strengthening national emergency preparedness, response and recovery

Red Cross seeks to reduce the negative impacts natural disasters and other emergencies can have on individuals, households and communities. In our role as ‘auxiliary’ to the public authorities in the humanitarian field, we work with all levels of the Australian Government and other agencies to help people prepare for, respond to, and recover from natural disasters and other emergencies.

2. Increasing international aid and development

Red Cross supports healthier, safer, better protected and more sustainable lives for people in the Asia Pacific. Placing people at the heart of our work, we help to create resilient communities by strengthening regional Red Cross Red Crescent partners and planning for effective disaster response and early recovery.

3. Championing international humanitarian law

International Humanitarian Law (IHL or ‘laws of war’) is a set of rules which seek to limit the effects of armed conflict in order to reduce suffering. IHL protects those who are not, or are no longer, actively involved in the conflict and restricts the way that war is fought. Building on our specific mandate in International Humanitarian Law and the Red Cross Red Crescent Movement, we develop understanding within the broader community that ‘even wars have laws’. We also work with Australian governments to ensure that the principle of humanity is considered by policy makers and all those who use IHL in their operations.

4. Addressing the impact of migration

Red Cross provides support to refugees, asylum seekers, immigration detainees and other people who become vulnerable as a result of migration. We do this through a range of services which ensure that the health, dignity and wellbeing of vulnerable people are protected and upheld and that family links are restored when sought.

5. Working with Aboriginal and Torres Strait Islander peoples

Red Cross is committed to building long term and respectful partnerships with Aboriginal and Torres Strait Islander peoples – individuals, families and communities – to enable better life opportunities. Red Cross does not compete with community led or managed services nor seeks to replace them. We aim to assist communities drive and lead their own solutions. Our programs are focussed on prevention, early intervention and education.

6. Overcoming social exclusion by providing bridges back into the community

Within Australia there are people who live on the margins of society, excluded from the social, economic, political and cultural systems which enable them to fully participate in their communities. Red Cross works towards overcoming this social exclusion, supporting an inclusive society where all people are valued and live with dignity, their differences respected and basic needs met.

7. Tackling entrenched locational disadvantage

Red Cross works with individual communities experiencing entrenched locational disadvantage to assist them plan and implement local solutions that support a healthy and sustainable standard of living. Locational disadvantage refers to neighbourhoods or geographic areas in which multiple factors create intergenerational cycles of vulnerability and disadvantage. These factors include poverty, income inequality, low education, poor working conditions, low employment levels, adverse environmental factors, poor housing and areas of residence, lack of transport, lack of community cohesion, discriminatory practices and uncertain supply or poor quality food.

How We HelpPriority Areas and Cross Cutting Themes

Our work with the most vulnerable people and communities in Australia and internationally is focused around seven priority areas. These are underpinned by a commitment to tackle four significant global issues as cross cutting themes – climate change, youth engagement, cultural diversity and gender.


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Applying our Fundamental Principles

All Red Cross work is guided by the seven fundamental principles of the Red Cross Red Crescent movement: Humanity, Impartiality, Neutrality, Independence, Voluntary Service, Unity and Universality.

Working as auxiliary to government and public authorities

Although always independent, we work alongside government in meeting humanitarian needs both within Australia and internationally, affording us a unique position in the humanitarian sector and unique responsibilities.

Working with communities

How we work with communities is as critical to what we do. Consistent with the Core Policy Principles for Engaging with Indigenous Communities, Red Cross only works with communities that agree to our involvement and on the basis of a reciprocal partnership with those communities. A place based approach requires a consultative and responsive style of working. Communities are actively involved in the planning, implementation and review of Red Cross responses.

Building on strengths

Red Cross recognises the inherent strengths of all people and, in working with those who are disadvantaged, delivers training and skills development programs that build on these strengths. Consistent with

the Ottawa Charter for Health Promotion (WHO 1986), Red Cross recognises that developing personal skills helps people to exercise more control over their lives and environments.

Prevention through early intervention

While supporting and continuing to provide crisis interventions in appropriate circumstances, Red Cross prioritises programs and other responses that take a preventative approach or that intervene at the earliest possible point to address disadvantage and vulnerability. Red Cross focuses on early engagement to break the cycle of disadvantage, while continuing to support and respond to crises where necessary.

Work with strategic partners

Red Cross cannot achieve sustainable outcomes as an isolated responder and cannot be the expert in all endeavours. Red Cross works with; community groups, corporate bodies, governments and other not for profits, in order to meet the needs of communities. In some situations Red Cross may facilitate but not provide solutions or services.

Mobilising resources and avoiding duplication

Red Cross redirects existing resources and locates new resources to ensure communities are in the best position to create sustainable solutions. Red Cross also endeavours to deliver services and programs where others are not, or where Red Cross can provide a better

There are 13 Ways of Working guidelines

Ways of WorkingOur Ways of Working guidelines set out the core values that guide how we work to address disadvantage and vulnerability in Australia and overseas.


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service or clearly differentiated response. Where other agencies are working in the same sector, Red Cross endeavours to work wherever possible in partnership with these agencies, in order to maximise the benefits for disadvantaged individuals and groups.

Community development

Red Cross is committed to using community development approaches and principles in its work. Empowering communities to create their own solutions can improve overall social cohesion and is critical to sustainable long term change.

Acting on evidence

Red Cross ensures work is based on solid evidence through research by drawing on the wealth of practice material it has access to locally and internationally.

Advocacy is an intrinsic part of what we do

Advocacy on behalf of individuals, causes and policies is an integral mode of action employed by Red Cross to prevent and alleviate suffering and to promote respect for humanitarian values. Red Cross advocacy is informed by evidence, based on experience and knowledge, undertaken with the mandate of our mission and in accordance with the Fundamental Principles.

Mobilising volunteers

Research demonstrates that a critical indicator of a socially cohesive and resilient community is one with

You can sources further information on the Ways of Working and download a copy of the guidelines on the Red Cross intranet home page.

Learn more about Red Cross community development approaches and community development training on the Australian Services Wiki site at <http://wiki/display/Auserv/Community+Development>

high levels of volunteerism. Increasing volunteerism can have significant positive impacts on health and social well being outcomes. Red Cross, given its skills, expertise and mandate in volunteering will invest in communities by increasing the level of community volunteering as an important community and service enabler.

Focus on areas of locational disadvantage

Red Cross is making a significant shift in its approach by redirecting resources and energies to a place based approach – working with the most disadvantaged people in the most disadvantaged places. This requires a rigorous and ongoing analysis of available research along with a change in management program that results in locating Red Cross services and people of greatest disadvantage.

Engaging with people reflective of our diverse community

Red Cross ensures services are accessible to the diverse communities we serve. Access and equity issues are identified and addressed in program design and review, including analysing and responding to the different needs of men and women. In order to be able to respond effectively to the diversity and complexity of community need, we mobilise a more diverse workforce including volunteers and staff, who come from a diverse cross section of the community.


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Client Service CharterThe Client Service Charter outlines what a person can expect from Red Cross when they use any of our services, programs or when they are involved in an activity. The Charter also explains how clients can help us provide better services.

Red Cross staff and volunteers work alongside a range of people and communities to strengthen and support positive change. Many people involved with Red Cross are in vulnerable situations and may have had previous experiences where their rights have not been respected or have been violated. It is therefore important that we do everything we can to ensure that we do no harm and that we actively support people to reach their full potential. A first step is to ensure that the rights of clients are respected.

You can find out more about the charter on the intranet by accessing the ‘Ways of Working’ link on the intranet home page.

Program Management and Quality Framework

The Australian Services Quality Framework provides a structure for continuous improvement and reflective practice in our Programs and for ensuring the way we work with people and communities is transparent and collaborative.

The Ways of Working, the Client Charter and the Practice Manual – Guidelines for working with Aboriginal and Torres Strait Islander people and communities, are

some of the elements embedded in the framework, that help to ensure this.

The Program Management Cycle is an underpinning methodology aimed at guiding all stages of a program from concept to closure supporting strong planning, design, implementation, monitoring, review and evaluation.


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Highlights of Australian Red Cross Programs and ServicesPriority Areas

1 Strengthening national emergency preparedness, response and recovery

2 Increasing international aid and development

3 Championing international humanitarian law

4 Addressing the impact of migration

5 Working with Aboriginal and Torres Strait Islander peoples

6 Overcoming social exclusion by providing bridges back into the community

7 Tackling entrenched locational disadvantage


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Red Cross has extensive experience and capacity in emergency preparedness, response and recovey in Australia and around the world.

Placing people at the heart of our work, we help to create resilient communities by planning for effective emergency response and early recovery, as well as supporting affected communities in long term recovery.

We stand ready to meet people’s basic needs in the immediate aftermath of emergencies and are uniquely placed to respond quickly and expertly to emergencies wherever and whenever they occur, using our wide network of pre-trained, skilled volunteers.

We work in partnership with government, emergency management agencies and communities to build resilience to emergencies through our preparedness, response and recovery activities.

Red Cross provides a range of human services in emergencies that complement and strengthen existing response systems to support and assist people and communities. Our trained and experienced people, volunteers and incident management teams mobilise to effectively support communities before, during and after emergencies through a range of different services and activities.

Emergency Services Strategy 2009–2015

1 Emergency preparedness

That individuals, households, and those more vulnerable to the impacts of emergencies are significantly better prepared for, better connected to each other in the event of, and more resilient to emergencies.

2 Emergency response

That basic human needs are met in times of emergencies.

3 Emergency recovery

That individuals and communities are assisted in their journey to recover after an emergency.

4 Effectiveness and efficiency

That services, regardless of scale, are effectively and efficiently managed and Red Cross has the capacity to respond to community needs before, during and after emergencies.

5 Policy and practice

That Red Cross is engaged in policy and practice development in the emergency management sector.

Strengthening National Emergency Preparedness, Response and Recovery


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Emergency Preparedness

We’re good at thinking about others at Red Cross, but when it comes to emergencies, it’s just as important to think about ourselves.

The purpose of our household preparedness program is to assist people to be better prepared to cope with and reduce the personal disruption caused by emergencies.

We care about what happens to you, and we encourage all staff and volunteers to prepare themselves and their loved ones at home.

Even if you think you might not be affected, storms and flash flooding can occur anytime, anywhere, you might be choosing to holiday in a bushfire or cyclone prone area, or you might have a family member or friend who lives in those areas.

Being prepared – such as understanding the hazards that might affect you, having a plan, knowing who lives nearby, and getting your insurance up-to-date – minimises the disruption that emergencies cause and helps people to cope better following an emergency.

Red Cross offers a range of resources to help you plan. Download a REDiPlan guide or pick up a copy from your local emergency services team.

Emergency Response

Here are some of the services Red Cross provide in the immediate aftermath of emergencies.

Reconnecting families

The reconnecting families program aims to reduce the stress and distress associated with the separation of families and friends during and following an emergency. The key tool we use at present is the National Registration and Inquiry System, which Red Cross operates on behalf of the Federal Attorney General’s Department.

Personal support

The personal support program, based on Psychological First Aid principles, aims to reduce distress and meet basic emotional and immediate practical needs of impacted people, in the immediate aftermath of an event (hours and days), and into early recovery (days and weeks).

Emergency Shelter

The emergency sheltering program aims to provide a safe, supportive and caring environment to members of the community requiring short-term shelter or support as a result of a threatening hazard. This occurs solely in Queensland at the moment.

Residential Emergency Support

The Residential Emergency Support program aims to provide immediate emergency assistance and support to individuals or families whose homes and/or possessions have been destroyed or severely damaged, and whose lives have been impacted in a residential emergency. This program currently takes place in Victoria, with some limited activity in South Australia, Tasmania and Western Australia.

Emergency Food and Water

The Emergency Food and Water program aims to meet the basic and immediate food and water needs of emergency-affected individuals, families and communities during the relief and early recovery periods of an emergency.


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Emergency Recovery

Program activities in the Emergency Recovery program vary dependent upon the emergency, and what the identified need is, determined in a conversation with the affected community. Programs that have been active include:

•Victoria post February 2009 bushfires, undertaking outreach, memorial facilitation and support, bereavement support, personal support at community activities, and resource development.

•Victoria since the floods of September 2010, undertaking personal support outreach visitation to flood affected people.

•Queensland since the flood and Cyclone in January/February 2011, undertaking personal and community support activities, and case management.

•Western Australia since the flood and fire events of January/February 2011, undertaking personal and community support activities.

Australian Red Cross staff and volunteers contribute to a range of community based initiatives, including school based programs and community information sessions that are provided in a post-disaster context. There are also a significant number of resources that have been developed to support people, and agencies that are involved in recovery from emergency. These can be viewed on our website www.redcross.org.au/emergency-resources.aspx.

Efficiency and Effectiveness

Red Cross uses the Australasian Interagency Incident Management System (AIIMS) to help manage the operational aspects of our emergencies. The system provides opportunities for volunteers and staff to be involved in the management of the emergency as well as the service delivery end. While the bushfires destroyed homes and towns,

community ties remain strong, VIC 2009.

Music and stories can

help heal

Public Appeals

Australian Red Cross conducts public appeals to support affected individuals and communities, harnessing community generosity in the aftermath of large scale disasters and for specific causes or issues, the most significant being the Victorian Bushfire Appeal of 2009, raising $400 million for distribution by an independent panel.

In some instances Red Cross distributes funds from Government appeals and other sources in accordance with their stated intent.


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International Strategy 2009 - 2014

Outcome 1

To work with the most disadvantaged people, in their most vulnerable times and in the most disadvantaged places, primarily in the Asia Pacific region, to help them achieve healthier, safer, more protected and sustainable lives.

Outcome 2

To develop and implement the most effective programs and services and to ensure the most efficient support systems to maximise the impact of Red Cross International Operations.

Outcome 3

To maximise our contribution to and collaboration with the work of the International Red Cross Red Crescent Movement, particularly in the Asia Pacific region, in order to achieve the best possible outcomes.

Our Work in the Asia Pacific Region

HealthFocus on reducing preventable diseases.

Water and SanitationAccess to safe drinking water and better sanitation.

Community Health and Hygiene

Education through hygiene and first aid training.

Blood Safe supply, screening and use of blood products.

HIVReaching the most at risk communities.

Placing people at the heart of our work, we help to create resilient communities in Asia Pacific, building strong regional Red Cross and Red Crescent partners, and planning for effective disaster responses and early recovery.

Increasing International Aid and Development

Healthier, safer, more protected

and sustainable lives

for people in the

Asia Pacific region.


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Program Priorities

International Progam is divided into five units: Asia, Pacific, Emergencies, Quality and International Delegate and Volunteer Services.

The success of our international work is linked to our understanding of global humanitarian issues such as: the need to improve access to clean water and sanitation; helping communities adapt to climate change; food security and public health including non communicable diseases, HIV, the impact of migration, violence and armed conflict on civilians; and the need to maintain a focus on gender disadvantage, disability and environmental sustainability.

We are committed to helping our regional Red Cross and Red Crescent partners as they find ways to reduce the vulnerability of their communities and tackle long term challenges in their countries.

We work in Cambodia, China (including Tibet), Laos, Mongolia, Myanmar, Indonesia including Bali and Banda Aceh, Pakistan, Phillipines, Sri Lanka, Vietnam, Cook Islands, Federated States of Micronesia, Fiji, Kiribati, Palou, Papua New Guinea, Samoa, Solomon Islands, Tonga, Tovalu, East Timor Lest, Vanuatu, Afghanistan, Haiti, Sudan (Darfur), Democratic Peoples Republic of Korea, Kenya, Libya, Thailand and Maldives.

Delegate Program

As part of the global Movement, Australian Red Cross sends highly qualified, technically skilled and culturally adept aid workers worldwide. Over 430 aid workers have been sent to more than 40 countries over the last five years.

With professional profiles in the areas of Disaster Management, Disaster Preparedness, Community Development, Livelihoods, Health, Food Security, Nutrition, Water and Sanitation, and Communications, we ensure that the best aid workers are selected, to work in harmony with the community to build their capacity.

Volunteer Program

Australian Red Cross works to help enhance the capacity of sister Red Cross Red Crescent societies, other government and humanitarian organisations through an international volunteer program, managed in partnership with AusAID. The program focuses on enhancing capacity of local organisations to facilitate their development to becoming well functioning organisations so as to better meet their priorities to reach the most vulnerable in their societies.

Volunteer assignments focus on five key sector areas: Blood Services, Disaster Preparedness, Health, Social Inclusion and Strengthening Civil Society.

Capacity Building

Capacity building supports people and communities to manage their own concerns. It is about strengthening the ability of a community through increasing social cohesion and building social capital. (Source: Australian International Health Institute Dec 2007 http://www.aihi.unimelb.edu.au).

For Australian Red Cross, capacity building is the key to our programming as we support our Red Cross and Red Crescent partners to reduce vulnerability in their communities.


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Program Quality

Red Cross is committed to learning and sharing best practices. The quality team encourages a learning approach to program design and monitoring and evaluation; with a focus on capacity building and lessons learned through workshops, mentoring and reflections. We are improving how we measure the effectiveness of our programs both in emergency and longer term development contexts by developing sound monitoring tools and real time evaluations on the ground during emergencies and sharing these with our partners.

Monitoring and Evaluation

The quality team emphasises the participation of Red Cross staff and volunteers from across the organisation in monitoring and evaluation. Different approaches to evaluation methods are encouraged to reflect local contexts and objectives.

Disaster Management

Asia Pacific is one of the world’s most disaster prone regions. Disaster management is about assisting communities to prepare for, respond to and recover from natural disasters and conflict, as well as reducing their risks from future emergencies.

Disaster Preparedness

Our approach to disaster preparedness includes reducing the impact of natural disasters on communities. We work with Red Cross National Societies in 11 Pacific Island nations and three Asian countries to help communities prepare for a disaster; respond and recover quickly and devise ways to adapt to climate change.

Disaster Response

Our disaster response teams can be on the way quickly to provide assistance to those who need it most. Each team can respond to the basic needs of 5,000 people for one month following a disaster. With portable equipment on hand, and the appropriate knowledge and experience, these teams can provide emergency relief assistance to disaster affected communities within 48 hours (both in Asia Pacific and in Australia) in water, sanitation, emergency shelter and vector control.

Recovery

We are committed to assisting our partner National Societies in helping their communities recover from disasters. We focus on early recovery during response and build sustainable development principles into the recovery phase.

Training

Australian Red Cross’ International Program offers high quality training for the public, Red Cross staff and volunteers and others to promote understanding of the essential knowledge, skills and behaviours required to work safely and effectively in the challenging and often complex environment of humanitarian aid work.


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Championing International Humanitarian Law See earlier section for more information on IHL.

Promoting Respect for IHL in Australia

The Red Cross IHL program promotes an understanding of and respect for IHL, our Fundamental Principles and the correct use of the Red Cross emblem in the Australian community. The program conducts training, holds public events, campaigns and other activities directed at all sectors of the Australian community, including the Australian Defence Force, Australian Federal Police, non government organisations, government departments, lawyers, as well as the general public.

Understanding IHL is important for your work at Red Cross. It will give you an appreciation of the unique role of the Red Cross Red Crescent Movement and the body of law and principles that underpin and drive the work of the Movement worldwide.

There is an IHL officer based in each State and Territory. In addition to training in IHL and providing information on Red Cross work in conflict areas, IHL officers support your work by:

•offering guidance on how the Fundamental Principles apply both in our domestic and international work

•providing information about our auxiliary role and how the Movement ‘fits’ together

• following up organistions that misuse the emblem and offer advice on the use of the emblem

•monitor the use of the emblem within Red Cross, giving guidance and advice to all departments. It is recommended that any use of the emblem is checked with the IHL team at the first stages of planning process and before any printing to avoid costly mistakes.

IHL training is compulsory for all staff when joining Red Cross.

Sadly, Dako and his classmates need to identify

munitions lying on the ground. He attends a risk education session in his Afghan village

on the frontline.

The Even Wars Have Laws Campaign took IHL to the streets. Striking displays raised public awareness and conveyed IHL messages such as ‘Forcing children to fight a war is criminal’ and ‘Torture is never ok’.


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Addressing the Impact of Migration

Flora has now been in Australia for more than eight years. She volunteered as a Red Cross peer supporter to help other youth when she finished high school. As part of the Red Cross World Aware refugee youth leadership program, she has addressed more than 1000 people about the challenges facing new arrivals in Australia. She recently won the WA Youth Inspiration Award.

Migration Support Programs (MSP)

Aims of the program:

• to honour the Red Cross Red Crescent Movement’s commitment to the humanitarian needs of people missing as a result of war or other humanitarian emergencies

• to provide services and support for refugees, asylum seekers and other vulnerable people in the immigration system.

Melania

‘I am your daughter, we have been separated for a long time. I would like to hear from you. If you are alive please let me know…’ ~ (letter from Melania to her mother, Esariya, in 2006).

Former refugee Flora Fekira uses dance to help Perth’s Sudanese youth deal with the trauma of their past.

Flora

‘I faced a lot of problems when I came to Australia. We left family members back in Africa. Fitting into the culture and the people makes things complicated. I had to make new friends and I had to discover myself and what I wanted to do with my life.’

Melania Tumaini waited a long time to be reunited with her family after war separated them and dissolved all communication.

International Tracing Service - Reuniting Families


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Assefa

‘My father was desperate for information….. I started a Red Cross tracing search. I just wanted to put dad’s mind at ease.’

Assefa had been forced to leave his family behind as he fled Ethiopia’s civil war in 1976. His 29 year old son Berhane took on the task of finding his four half siblings.

It took only a few months for Red Cross to contact Selamawit, Assefa’s daughter in Ethiopia. She told Berhane that his half brother Tilahun was also well and working in another town.

A year after Berhane’s first phone call to his half sister, he dialled her number again – this time, from a hotel in northern Ethiopia. He explained they were just around the corner and longing to see her. They spent three unforgettable weeks together – 31 years after being torn apart. Red Cross is now searching for Assefa’s two other children, missing in Ethiopia.

Immigration Detention

Red Cross has an independent humanitarian role in immigration detention facilities, which has been formalised in an updated Memorandum of Understanding with the Federal Government.

Red Cross staff make regular visits to Christmas Island, monitoring the conditions, meeting detainees and assessing if their needs are being met. Any concerns – such as health issues, access to legal advice, or concerns about living standards – are then actively pursued with the Government.

Community Detention Program

Australian Red Cross has cared for hundreds of families and individuals in community detention under contractual arrangements with the Department of Immigration and Citizenship (DIAC) since 2005.

The Community Detention Program (CDP) is funded by DIAC and has supported eligible families with children and some individual adults to live independently in the community while their visa status is being resolved.

Australian Red Cross has agreed to act as lead agency in the expansion of community care arrangements for vulnerable families and unaccompanied minors.

Under this arrangement Red Cross will subcontract other welfare and community organisations to deliver care for people in community detention, including accommodation, out of home care, day to day casework support and volunteer support.

Red Cross continues to provide direct care and volunteer support as well, particularly for people in private rental accommodation arrangements.

Asylum Seeker Assistance Scheme

The Red Cross Asylum Seekers Scheme is funded by the Department of Immigration and Citizenship.

Asylum seekers are dealing with language, cultural and financial barriers and settling into their new communities with more ease, thanks to the Red Cross Asylum Seeker Assistance Scheme.

Support for Trafficked People

Red Cross provides support to those made vulnerable by people trafficking and who are engaged in legal proceedings. This support includes accommodation assistance, access to counselling, links to legal advice and referrals to vocational training.

A Memorandum of Understanding signed in March 2010 formalised arrangements for Red Cross to visit all immigration detention facilities. It provides a framework for communication between Red Cross and the Department of Immigration and Citizenship (DIAC).

Every year, thousands of asylum seekers flee their war ravaged homes and seek a life of peace and protection in Australia.


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Working with Aboriginal and Torres Strait Islander Peoples

Our Commitment

To:

•work in culturally appropriate and respectful partnerships with communities

•employ local people who know and understand their communities and can help us work best together

• talk with communities about their different needs and how best to tackle those needs

•actively involve Aboriginal and Torres Strait Islander peoples and communities in the planning, delivery and review of Red Cross programs

•properly evaluate programs and measure results

•encourage respect, cooperation and friendship, and not take sides

•build cultural awareness and understanding among Red Cross staff and volunteers.

Programs

Food Security Good Start Breakfast Clubs at schools, nutrition and household budgeting education.

Maternal and Child Health Maternal and child health programs, and parenting education to reduce infant mortality.

Save-A-Mate (SAM) Our Way Youth social and emotional wellbeing program in rural and remote communities.

Remote Holiday Programs Recreation, leadership and wellbeing school holiday programs for ‘at risk’ school aged children.

RespectED – Improving Family and Community Safety Building the capacity of communities to break the cycle of violence and abuse.

As part of our renewed commitment to supporting people in most need, Australian Red Cross is putting more effort into working with Aboriginal and Torres Strait Islander peoples. Red Cross is committed to building long term and respectful partnerships with individuals, families and communities to maximise their life opportunities.

Red Cross does not compete with community led and controlled services, or seek to replace them. We want to help communities drive and lead their own solutions. Our programs are targeted at prevention and early intervention, and we will identify and respond to the different needs of men and women.


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Our Strategy

Aboriginal and Torres Strait Islander communities are among the most disadvantaged on a number of socio-economic indicators. Our work with these communities is a key part of Red Cross work and recognises that special approaches are required to respond to the unique needs of Aboriginal and Torres Strait Islander communities.

Our strategy focuses our work in the following key areas:

•Aboriginal and Torres Strait Islander staff and volunteers

•access to Red Cross services and programs

•advocacy

•emergencies and disasters

• food security and health promotion

•governance and capacity building

•homelessness and patterns of mobility

•offenders, ex offenders and their families

•Red Cross staff and volunteer

•social and emotional wellbeing.

New Learning and Practices

In expanding our engagement and work with Aboriginal and Torres Strait Islander peoples, organisations and communities, we need to build genuine, productive relationships and partnerships based on respect and trust. We must offer and earn respect in our work with Aboriginal and Torres Strait Islander peoples, organisations, communities and community leaders as a fundamental foundation to this work.

A Practice Manual (available on the intranet) provides information and guidelines to support all Red Cross people to work in partnership with Aboriginal and Torres Strait Island peoples.


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Within Australia there are people who are excluded from the social, economic, political and cultural systems which allow participation in their communities. Red Cross is committed to an inclusive society where all people are valued, their differences respected and their basic needs met so that they can live with dignity. Red Cross works towards overcoming social exclusion through programs and other initiatives and by being an advocate for people on the margins of Australian society.

Red Cross social inclusion initiatives and programs are initially focused on the people and issues as summarised in the table below.

Overcoming Social Exclusion by Providing Bridges Back into the Community

Planned Strategic Outcomes 2010 - 2015

1 HomelessnessThat people who are homeless or at risk of homelessness gain opportunities to experience greater choices, social connection and access to services.

2 Mental illness

That the health and wellbeing of people who are particularly at risk of mental illness is protected through improved knowledge, strengthened resilience and social connectedness.

That people experiencing mental illness have greater awareness of and access to services; more opportunities; greater choice; increased resilience through community connectedness and are enabled to meaningfully participate in society.

3 Offenders and their families

That young people considered most at risk of imprisonment or detention gain the support necessary to stay out of prison or juvenile detention.

That people who are in prison or juvenile detention are safe, healthy, develop life skills and remain connected to their families/communities.

That people who have been in prison or juvenile detention and their families/communities, gain improved opportunities, social connectedness, wellbeing and resilience.

That the families of prisoners cope better with the stresses of having a family member incarcerated.

4 Isolated older peopleThat the most marginalised, isolated older people experiencing multiple disadvantage have improved wellbeing through better connection to their community.

5

Tackling multidimensional disadvantage

That people experiencing multidimensional disadvantage are enabled to respond to the complexity of their personal situations and their participation in society is enhanced.

6 Red Cross’ capacity to build social inclusion

That Red Cross and its people work competently with identified highly disadvantaged groups and communities to achieve social inclusion.


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Heading Home

The program supports people to live safely and minimise harm while they are homeless and to develop pathways out of homelessness. Red Cross provides intensive case management support to respond to people’s immediate needs and bring about lifestyle changes to help them reconnect with their community.

Not so long ago, Bradley was living on the streets of Townsville with no job and little contact with his children. With support from the Red Cross Heading Home program, Bradley has a place to live and has renewed contact with his two children in NSW and is getting his life back on track.

Bradley heard about the Heading Home program through friends living on the street. ‘There’s been quite a few homeless people that have told me about Red Cross,’ he said. ‘I needed help. I needed somewhere to start again — I was ready for change’.

Since joining the program, Bradley now has a place to live. The program also provides him with social activities where he spends time with other people who have experienced homelessness as well as Red Cross staff and volunteers. He encourages other people who need help, ‘to go and see Red Cross because they can help you in all different ways, with finding somewhere to live, and help to get back on track with life and go forward’.

MATES - Connecting Through Friendship

The MATES program reconnects people to their community by providing support to those who are experiencing social isolation helping them to expand their social networks.

With medical and psychosocial support, John, who struggled with mental illness, substance abuse and financial difficulties, gained the motivation to change his life and make the most of it.

Living in a rural area prevented him from regularly getting to town for help, so his Red Cross helper went to his home.

‘I’ve been able to do a lot of things I couldn’t have if I hadn’t been part of the program,’ says John.

The program helps people build new relationships with others and get involved in community activities.

‘He taught me how to take a different outlook on life and not to focus on the bad things,’ says John* of his personal helper and mentor.

*Name has been changed.


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Tackling Entrenched Locational Disadvantage Empowering people and their communities to overcome entrenched locational disadvantage.

The term ‘locational disadvantage’ refers to neighbourhoods or geographic areas in which multiple factors that lead to disadvantage interconnect, with the result that poverty is concentrated. People living in these locations experience both higher levels and intergenerational cycles of disadvantage.

Locational disadvantage neighbourhoods are associated with:

•poorer outcomes for children in the areas of learning, behaviour and physical health

•poorer health in adults, including higher rates of infectious diseases, asthma, substance misuse, smoking and depression

• reduced job and educational prospects

•higher levels of family distress, including higher rates of family violence, criminality, lower age on becoming a parent and higher rates of single parenthood and divorce.

Red Cross Approach

We build partnerships with communities to interrupt cycles of intergenerational disadvantage by alleviating vulnerability and immediate need and supporting and strengthening the community over the longer term.

Planned Outcomes

1 Community strengthening

That intergenerational disadvantage is reduced through strengthening community resilience and capacities and the development of local sustainable solutions.

2 Children facing long term disadvantage

That children grow to reach their potential within safe, strong, resilient families and communities.

3 Young people

That young people are safe and gain the capacity, opportunities, skills, choices and access to services they need to achieve their potential and improve their lives.

4 Red Cross and its people

That Red Cross and its people work effectively with communities within place based methodologies and Red Cross ‘ways of working’ to diminish locational disadvantage.

Communities are supported in planning and implementing local solutions to overcome factors in locational disadvantage, so that barriers are addressed and reduced and life choices and opportunities are expanded to achieve outcomes equivalent to those in the broader Australian society.

From right: Red Cross staff Fiona and Margaret serve up a barbecue to Coober Pedy locals Joylene and Dawn (with hat) as part of a food and nutrition program.


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Strengthening Families and Community in Tasmania

In Bridgewater, Tasmania, a place where unemployment is high and only 10% of enrolled TAFE students complete their qualifications, many women have given back to their community and are now engaged in paid employment, volunteering or further study.

One woman is now employed for the first time, while another, a single mother with two boys, has gained the admiration of her children who are noticeably more dedicated to their schoolwork. ‘[My son] never wanted to go to school …then he saw if mum can go to school, I can go to school,’ says Christine, one of the course participants. ‘As I started to go to school every day my son was excited about “who was doing the best”. It builds a conversation between the two of us that we didn’t have before.’

Young Volunteers Connect with their Community

Sixty students from Maningrida – the second largest community in the Northern Territory – learned practical work skills and got involved with the community through a three week volunteer program. Red Cross worked with the students on how to prepare food hygienically and taught them about different health and safety procedures. They then volunteered at the local school, Bawinanga Aboriginal Corporation, Mala’la Aged Care and the Malabam Health Board, where they served food, cleaned and organised archives.

Red Cross has been working in Maningrida since mid 2007 with the Good Start Breakfast Club, the Remote Community Holiday Program, first aid training and community services training through the Youth Shared Responsibility Agreement.


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Going GreenOur environmental sustainability strategy aims to minimise:

1. energy consumption

2. water consumption

3. environmental impacts from transport

4. waste generation.

Green Teams

Our Green Teams are a great way for staff and volunteers to lessen the environmental impacts in their own workplace. They are easy and fun to set up. For more information and tools to help you with your Green Team email your questions or comments to: [email protected]

What you can do:

1. check out the practical information and tools on the intranet

2. consider what you and your team can do to improve performance in the four areas - energy, water, waste, transport

3. get involved with your local Green Team, or where one doesn’t exist, talk to your manager about setting up a new one.


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Red Cross College – Skills for Life

Red Cross College exists under commercial operations of Red Cross and provides integrated employment, training and education programs that enhance skills, knowledge and choices for disadvantaged and vulnerable people and communities who have previously experienced barriers to employment and education.

Gaining a stand alone profile in 2009, Red Cross College developed a new identity to support commercial operation as a Registered Training Provider (RTO) and Employment Services Provider (ESP). Blending the fresh new direction of the College, with the strong origins of Australian Red Cross – a new identity was born.

The College delivers a comprehensive range of training and education products to communities, individuals, agencies and businesses around the country, offering more than 50 accredited and non accredited courses in areas including first aid, workplace compliance,

business administration, hospitality, retail, community services aged care and more. As a solution based training organisation, Red Cross College offers flexible delivery options including on and off site and online learning to ensure our participants achieve their training and employment outcomes.

The organisational purpose of Red Cross College is to develop and implement commercial growth that provides funding for the ongoing humanitarian work of Australian Red Cross. The College attracts over 95,000 students along with hundreds of job seekers per year through all the different training and employment services offered.

The College is passionate about ‘Quality’ and this theme is highlighted as its ethos in all communication materials. It has a quality Framework which reflects its overall approach to quality improvement, with a strong focus on continuously improving educational and development outcomes for clients. This Framework aligns to the Australian Red Cross Services Program Management Quality Cycle of Assess, Plan, Implement and Monitor, and Review and Evaluate. This focus on quality ensures it is meeting all the specific required performance indicators as the College is a Registered Training Organisation and is accredited through the Australian Training Quality Framework.

The development of the College allows Red Cross to focus its activities and successfully market its educational and commercial portfolio in an increasingly competitive and sophisticated training and employment services marketplace. It has been researched and adopted because it is an organisational ‘enabler’ that will help Red Cross modernise and future proof the delivery of its education, training and commercial activities.

Red Cross College provides the organisation with the ability to position and showcase its strengths while distributing a full range of educational, training and commercial products in a modern, efficient and cost effective manner.



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Red Cross Retail Stores

Red Cross has more than 160 stores across Australia. Our bright, friendly stores stock top quality recycled fashion and homewares for discerning bargain hunters with an eye for style and a heart for the planet. With a wide variety of merchandise and locations, there’s a store to suit everyone’s taste and budget.

The retail stores’ primary purpose is to generate profit to support Australian Red Cross’ activities, and generating these funds for humanitarian services is fundamental to all they do. However, the social and environmental contributions the stores make are also important and provide meaning and purpose to the 4500 volunteers and 161 staff who run the stores every day.

Sustainability and ethical fashion is of great importance to Red Cross retail stores. Reduction in resource consumption and landfill is the heart of our recycling philosophy – in 2011 Red Cross retail stores rescued more than 450 tonnes of clothes from landfill just by selling recycled items.

Most of the Red Cross retail stores’ workforce consists of volunteers and the stores could not exist without them. People experience many benefits from volunteering in the stores, such as gaining valuable work experience, making friends in a new community, improving English language skills or using spare time to serve the community in a worthwhile way.

As a new volunteer or staff member at Red Cross, there are many ways you could get involved with Red Cross retail stores and join in the fun:

•Become a Volunteer.

•Apply for paid store positions when they are advertised, or flag your interest with Human Resources.

•Donate quality recycled items to our stores to help lift stock levels.

•Shop in the stores with your current Red Cross ID and take advantage of your discount privileges. 20% off full price donated goods and 10% off all full price purchased goods.

To find your local store, go to www.redcross.org.au/stores.

Red Cross Products

A part of Red Cross College, these are the commercial businesses that Red Cross is involved in that do not form part of the retail shops portfolio. They are diverse in range and offer and cover all parts of the country. Broadly they are:

•Red Cross Mobility – Medical and Mobility Hire, WA, QLD

•Mail Order Gift Catalogues

• redcards.com.au – Personalised Christmas Cards

•Red Cross babyseats – Infant Restraint Sales and Hire, SA

•First Aid Kits – available online at www.redcross.org.au

All profits generated support the vital work of Red Cross.


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The delivery of services and programs is supported by a number of national functions and support areas as outlined below. You can find more information on the intranet for all these areas.

Finance

Finance manages and maintains the financial records in conformity with generally accepted accounting principles and in compliance with state and federal laws. Finance is committed to developing and maintaining effective and efficient financial planning and reporting of the financial affairs of Red Cross on a timely basis.

Finance is responsible for overall financial management including the:

•compilation of codes, policies and procedures concerning financial transactions and having bearing on finance and their implementation

• implementation of Delegation Policy as it relates to finance

•managing, consolidating and reporting the annual budget and forecast

•financial concurrence and advice.

Human Resources

Human Resources (HR) provides frameworks, policies, systems, processes and tools to ensure a contemporary and coherent approach to management of the workforce. Human Resources focuses on the achievement of organisational objectives through the contribution of the workforce by building capacity, capability and culture.

Information Technology

The Information Technology team provides important support services to help you in your work. The essential information you need to enable you to access IT support and services is included in a later section of this manual. Please refer to this section to find out about how Information Technology supports your work at Red Cross.

Legal and Policy Unit

The Legal and Policy Unit (including Risk Management and Compliance) reports through the General Manager, Legal and Policy to the CEO and provides governance advice and support to the Board. For further information

on governance refer to the section on governance in this manual.

The Red Cross Board governance structure includes delegation of many important matters to specialist committees, all of which operate under specific Terms of Reference. These Committees support Australian Red Cross in policy formulation, governance and accountability and include risk and asset management and compliance. (See section on governance and the Red Cross Board for further information).

Marketing, Fundraising and Communications

The Marketing, Fundraising and Communications (MF&C) team is tasked with fundraising, enhancing and protecting the brand and reputation of Red Cross and driving marketing and communication for the Society to retain and grow our supporter base.

The MF&C’s key areas of focus are:

1 Generating fundraising income and supporting donor relationships to underpin the everyday, ongoing work of Red Cross in Australia and the Asia Pacific region

– Our 2014/15 annual target is to generate $100 million gross, and $75 million net after fundraising costs of 25 cents in the dollar.

– The majority of our donors are individuals who support the work of Red Cross through regular monthly giving, pre-tax workplace giving, on-off gifts and bequests.

2 Launching and supporting Disaster Appeals for emergencies in Australia and around the world

– Appeal set-up and promotion.

– Answering enquiries from the general public, supporters, potential supporters, media and Red Cross people.

– Servicing donors and potential donors.

– Ongoing Appeal logistics and reporting.

– Providing donors, the media, the general public and Red Cross people with ongoing information as to how donations have helped beneficiaries.

– Encouraging Appeal donors to then continue supporting the everyday work of Red Cross – either financially, or in other ways.

– For the year ended 2009, Disaster Appeal funds generated were in excess of $370 million.

Support Areas


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3 Ensuring that the Red Cross brand is consistently presented and showcases who and how Red Cross helps, rather than ‘what we do’ in a contemporary, jargon-free way across the Society and Blood Service, and in our communications with the general public, our supporters, members, volunteers, donors, clients and others in the not for profit sector.

4 Enabling Red Cross people, supporters and the general public to be better informed about Red Cross and how we help through ongoing information and engagement including:

– Media and advertising – traditional, digital and social

– Intranet, web, and multi-media

– Member and volunteer newsletter

– CEO and Service Updates

– Donor and bequestor updates

– Services and program communication

– The Supporter Services Centre in Melbourne, which engages with donors, members, Red Cross supporters and potential supporters

– Ambassador program

5 Enhancing and protecting the reputation of Red Cross – through traditional, digital and social media public campaigns, advertising, supporter communications and reputation and issues management.

Strategy, Planning and Research

Strategy, Planning and Research works across Red Cross on a range of projects to increase organisational effectiveness and performance.

Strategy and Business Planning: coordinates Red Cross strategic planning, business and implementation planning and performance reporting.

Social Policy and Advocacy: supports Red Cross people to develop social policy and advocacy strategies consistent with the Fundamental Principles, the goals of the Movement and our Strategic Plan.

Research: provides professional and strategic management of research activity in Red Cross; manages a structured program of primary and secondary research; leads and coordinates external evaluations of Australian Services; develops and manages relationships with the Higher Education sector and other research partners.

Strategic Growth: assists all areas of Red Cross (programs/services, commercial, support functions etc)

to pursue Government funds via developing responses to advertised Government grants and tenders.

Plans and develops proactive pitches to Government and maintains a central register of all applications for funding made to Government.

IHL: The IHL team works internally and externally to provide information and training in IHL, the International Red Cross Red Crescent Movement, the correct use of the emblem, the importance of the seven Fundamental Principles and the unique mandate and position of the Movement in international and domestic law.

Red Cross Red Crescent Movement Engagement: shares information on the Red Cross Red Crescent Movement and facilitates engagement with the Movement.

Heritage: manages the Red Cross Heritage Collection (held in all states and territories), coordinates the efforts of Heritage volunteers around the country and manages the planning and development of initiatives to celebrate the Centenary Year of Australian Red Cross in 2014.

E-Library: The e-library provides a central portal containing relevant, up to date and reliable information to support and inform our work with vulnerable people and communities. The e-library contains electronic resources that have been selected, reviewed and collated into our seven priority areas and four cross cutting issues.

The e-library is a major investment in our capacity to use an evidence based approach to our work. It supports our work across:

•service development and quality improvement

•social policy development and advocacy

•development of new opportunities such as tenders and partnerships.

The e-library can be accessed directly from the wiki home page, the Research Unit wiki page or via the e-library button on the intranet home page.

Get Involved

The e-library remains a ‘work in progress’. You can help ensure the collection remains current and useful for all Red Cross people by suggesting reports and new publications to be added to the e-library. Your feedback and suggestions on the content and functionality of the e-library is encouraged and can be provided at: [email protected]


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Australian Red Cross Blood ServiceThe first Australian blood transfusion service was established after the First World War by the Australian Red Cross in Victoria in 1929, and by 1941 each state division of the Red Cross operated blood transfusion services. These services were amalgamated in 1996 to form the Australian Red Cross Blood Service (Blood Service).

The Blood Service is the largest operating division of the Australian Red Cross, and although it operates as a standalone unit with its own financial and management structure, we are still part of the same legal entity, the Australian Red Cross. We cooperate extensively in many areas such as communications, marketing and international development work related to blood systems.

The principal activity of the Blood Service is the provision of quality blood products, tissue services and related services for the benefit of the community.

Saving Lives

The Blood Service is a respected and valued community organisation that saves lives through its blood products and related services.

Over three million units of blood components and blood products are provided to more than 600 hospitals and Approved Health Providers annually. Over 450 tonnes of plasma is provided to CSL to process into a range of highly specialised blood products.

The Blood Service is responsible for maintaining the highest standards of safety for donors, patients and employees, while ensuring the blood provided by donors is used in the most effective and responsible manner.

Donors

The Blood Service depends on the continued support of voluntary and non-remunerated blood donors and voluntary bone marrow donors.

At present there are more than 550,000 voluntary donors and 170,000 registrants for voluntary bone marrow donation.

Health

The Blood Service also supports many areas of the health system by providing reference patient testing services and actively sharing a wealth of knowledge

and experience. These activities include the provision of advice and education related to the practice of transfusion medicine by health professionals and short and long term research into the various aspects of the blood supply chain and transfusion outcomes.

It also provides tissue typing, red cell and platelet reference laboratory services, coordination of bone marrow donation and organ matching schemes as well as hosting a number of Commonwealth funded transplantation support agencies such as the Australian Bone Marrow Donor Registry (ABMDR).

Corporate Governance

The Australian Red Cross Board has delegated to the Blood Service Board the management of the Blood Service, subject to the authority of the Red Cross Board as set out in the Charter and Rules.

The Blood Service Advisory Committee acts in an advisory capacity to Australian Red Cross and Blood Service Boards on a range of technical and safety issues.

The Blood Service Board

The Australian Red Cross Board appoints all members of the Blood Service Board (except for the CEO).

The Blood Service Board currently includes ten nonexecutive members and the Blood Service Chief Executive. Board members are selected on the basis of their skills and experience and are generally appointed for a three year term, but may be eligible for reappointment. The responsibilities of the Board are to oversee the strategic direction, financial and operational activities and risk management of the organisation. The Chief Executive reports to the Board.

Board Committees

The Blood Service Board is assisted in its deliberations by committees which may include external and internal members who provide specialist input.


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Club Red - Saving Lives Together

Each week 26,000 blood donations are required to meet the everyday needs of people around Australia.

At some point in our lives, one in three Australians will need blood or a blood product, yet just one in 30 of us donates blood.

Australian Red Cross staff and volunteers can help meet that need by becoming blood donors. Club Red is a good way of tracking and increasing our contributions. Red Cross staff and volunteers are invited to join the Australian Red Cross Club Red blood donation group.

To find out how to join, please go to our Club Red intranet page, or navigate there on the intranet: Home > Department Resources > Blood Service Resources.


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Council of the Australian Red Cross Society

The Council usually meets once a year at the Annual General Meeting and has up to 53 members elected from Red Cross, in addition to the President of Red Cross. The Council receives reports and financial statements; elects Office Bearers (who form part of the Board) and the Special Councillors; appoints auditors and has the right to amend the Charter and Rules subject to final approval by the Governor General.

Membership of the Council is made up as follows:

•President

•Deputy President

•Chairman of the Audit and Risk Management Committee

•Youth Member of each of the eight state and territory Divisional Advisory Boards

•24 state and territory appointees and a Youth Member from each Division

•Special Councillors.

Under the Red Cross Charter and Rules which were issued and approved by the Governor General in 2010, the National Board has delegated to the Chief Executive Officer (CEO) and the National Leadership Team (NLT) the management authority to run the organisation. The rules establish clear lines of responsibility between governance and management. The role of state and territory boards is advisory, with management accountable through the CEO to the National Board.

Australian Red Cross Charter and Rules

Governance

The Australian Red Cross Society is a single legal entity which includes:

• the Australian Red Cross national office in Melbourne

•eight state and territory offices of Australian Red Cross

•all other Red Cross offices (city, suburban, regional, rural and remote)

• the Australian Red Cross Blood Service.


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Australian Red Cross Governance Structure

National IHL Committee

Red Cross Advisory Committees

Red Cross Blood ServiceAdvisory Committee

Red Cross Blood ServiceBoard

Red Cross Blood Service ChiefExecutive Officer

This is not a committee of the Red Cross, however the Board appoints the Chair.

Council of the Society

Generally meets once per year. Comprises:President (non voting); Deputy PresidentChairman of the Audit and Risk Management CommitteeYouth member of each of the 8 State and Territory Boards 24 State and Territory appointees and a Youth Member from each Division Special Councillors

Red Cross Board

Red CrossChief Executive Officer

Meets at least 4 times per year. Comprises: President; Deputy PresidentChair of ARMC; Blood Service Board ChairChairs of each Advisory BoardYouth MemberUp to 3 appointed MembersSupported by Board Secretary

National Leadership Team

Comprises: Chief Executive OfficerDirector, Services and International OperationsChief Financial OfficerDirector, Commercial OperationsDirector, Human ResourcesDirector, Information TechnologyDirector of Strategy, Planning and ResearchExecutive DirectorsHead of Australian Services Head of International OperationsManager, Indigenous Strategy DevelopmentNational Director, Marketing, Fundraising and Communications

National Emergency ServicesNational Tracing, Refugees and Asylum SeekersNational Youth

Chairman and Members appointed by Red Cross BoardCEO appointed by Blood Service Board and the President.

Committees of theRed Cross Board

State and TerritoryAdvisory Boards


Alumni and AnniversaryAudit and Risk Management (ARMC)Centenary and Member Engagement GovernanceInformation TechnologyInternationalNational Asset Strategy National AwardsNominations and RemunerationServices RenewalSydney 2013 Steering Committee


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Australian Red Cross BoardAll national, state and territory functions of Australian Red Cross are governed by the Australian Red Cross Board of up to 15 persons including four elected office bearers and a member from each of the Advisory Boards for each State and Territory.

Council has also appointed two additional board members who are members of the Australian Red Cross Board only.

The Chairman of the Australian Red Cross Blood Services Board is also an appointed member of the Board.

The members of the Board are the key policy makers.

Delegations

In accordance with responsibilities of the Board, certain major decisions are reserved to the Board and cannot be taken by managers. Day to day management is delegated to the Chief Executive Officer (CEO) and other senior managers through Board delegations that are periodically reviewed by the Board and CEO subdelegations.

Role and Responsibilities of the Board

These include:

•ensuring the good governance of the organisation, including:

– complying with all applicable Federation guidelines

– ensuring a comprehensive suite of Australian Red Cross delegations, policies and procedures is in place

• fostering international relations and ensuring that Australian Red Cross acts in accordance with the spirit and principles of the Geneva Conventions, International Committee of Red Cross Regulations, the International Movement’s protocols and the seven Fundamental Principles

•observing fiduciary duties arising from the Royal Charter, corporations law, the common law and relevant legislation

•ensuring that Australian Red Cross has a common identity and purpose

•ensuring the financial viability, solvency and sustainability of Australian Red Cross

•determining the optimal use of all Australian Red Cross assets and resources, subject to a thorough evaluation process and the achievement of a wide geographical spread of activities

•ensuring the effective management of risk

•preserving and promoting the reputation of Australian Red Cross

•ensuring a satisfactory framework is in place to bring about compliance with applicable legislation, regulation, policies and procedures

•monitoring the performance of the CEO and Management

•monitoring the performance of Australian Red Cross against agreed strategic plans and budgets

•ensuring the Board has a reasonably skilled, effective and diverse membership profile (to the extent possible) and appropriate operating policies and procedures

•periodically evaluating its own performance in order to improve

•ensuring optimal succession planning is in place for the board and senior management and approving remuneration for senior management, taking into consideration advice provided by the Nominations and Remuneration Committee

•developing and maintaining ethical standards based on the Fundamental Principles of the International Red Cross Red Crescent Movement

•establishing and implementing a recognition process to acknowledge the efforts of members, volunteers and staff.

Board Committees•Audit and Risk Management Committee

•Centenary and Member Engagement Committee

•Governance Committee

•Committee

• International Committee

•Migration Programs Advisory Committee

•National Asset Strategy Committee

•National Awards Committee

•National Emergency Services Advisory Committee


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•Nominations and Remuneration Committee

•Services Renewal Committee

•Sydney 2013 Steering Committee

Australian Red Cross Board Committees support Australian Red Cross in policy formulation, governance and accountability.

Chief Executive Officer

The Chief Executive Officer (CEO) makes recommendations to the Board for the future directions of the organisation. The CEO is accountable to the Board for the implementation of the Strategic Plan and for overseeing operational management in accordance with the strategies and policy framework established by the Board. Further subdelegations are made to other managers by the CEO.

The Board’s delegations and the CEO subdelegations must be complied with by all staff and volunteers to determine the level of financial and other authority that each manager has to take decisions directly.

National Leadership Team

The National Leadership Team (NLT) supports the CEO in strategic planning and the day to day operations of Australian Red Cross. It includes the senior managers responsible for each of the key functional areas and the eight state and territory Executive Directors. The NLT meets regularly to plan strategy, review progress against agreed business plans and to address key operational challenges.


The Legal and Policy Unit (including Risk Management and Compliance) reports through the General Manager, Legal and Policy to the CEO and provides governance advice and support to the Board.


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Chief Executive OfficerRobert Tickner

Director ofServices andInternationalOperations

Michael Raper

Head ofAustralianServices

Noel Clement

Head ofAboriginal andTorres Strait

Island StrategyLeeane Enoch

(Acting)

Head ofInternationalOperations

DonnaMcSkimming

ChiefFinancialOfficer

SandhyaChakravarty

National DirectorMarketing

Fundraising andCommunications

Jennifer Gibb

DirectorStrategy,

Planning andResearch

David Ham

DirectorHuman

Resources

Chris Steinfort

Director ofInformationTechnology

Warren Don

DirectorCommercialOperations

John Wills

Executive Directors*

Di Jay, NSW | Toni Aslett, VIC Ian Burke, TAS | Kevin Keefe, QLD Joan Hughes, ACT | Steve Joske, CSC, WA Sandra Cannon, NT | Kerry Symons, SA

*Executive Directors report to Director of Services and International Operations regarding services, and the CEO on all other matters.

National Leadership Team (NLT)


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Membership

Any person, who is an Australian resident, can apply to become a member of Red Cross.

The geographic reach of Red Cross through our branch, member and volunteer* network is one of the strengths of Red Cross in supporting the most vulnerable in communities across Australia since 1914.

Australian Red Cross Membership provides individuals with a range of benefits that include:

•The opportunity to make a commitment to the Fundamental Principles that underpin the work of the global Red Cross and Red Crescent Movement;

•Participating in the governance* of Red Cross. Membership is a prerequisite to be able to stand for Board and Advisory Board positions or to vote at Board or Advisory Board elections or on the rules of the society;

• Invitations to special events and Annual General Meetings; and

•Receiving the latest information and progress reports on Red Cross programs and activities, both locally and internationally.

Australian Red Cross also benefits from people taking out membership via:

•A broad and diverse group of people across Australia, committed to our Principles who reflect our clients and our mission;

• Income to support our work;

•People to represent the work and Fundamental Principles of Red Cross providing the local ‘face’ and presence of Red Cross within their local communities;

•People whom Red Cross can mobilise and call upon including to help us respond in times of crisis, and

•A large membership base that helps us demonstrate to government and our stakeholders that people care about our community and the humanitarian mission of Red Cross.

* volunteers who have provided a minimum of 20 hours per year service are eligible for free membership.

People who become members join millions of Red Cross members and volunteers around the world in declaring support for our seven Fundamental Principles and can:

•Volunteer in their local community;

•Participate in Humanitarian diplomacy;

•Become a governance (voting) member†;

•Represent their region at state/territory and national meetings;

•Become a local community Red Cross ambassador and promote Red Cross;

•Champion International Humanitarian Law in their local community;

•Raise funds in their community; and

•Be a part of preparations and celebrations to mark the Century of Red Cross in Australia in 2014.

† if 18yrs and over


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Code of ConductAustralian Red Cross staff and volunteers are united by the organisation’s vision, mission and the International Red Cross Red Crescent Movement’s seven Fundamental Principles.

This Code of Conduct is one of the elements that brings us together. It states who we are and how we conduct ourselves in our work on behalf of Red Cross and in situations where we are recognised as a spokesperson or representative of Red Cross. It represents the organisational culture we strive to have and provides a shared understanding and expectation of the way we behave as individuals, towards each other and with our members, clients, donors and partners.

The Code supplements our legal obligations in areas such as Workplace Health and Safety, Equal Opportunity and Privacy. It applies to all Australian Red Cross staff and volunteers - every person, every day.

Organisational Culture

Australian Red Cross fosters a culture of collaboration and innovation. Extensive consultation and collaborative processes encourage involvement, contribution and commitment from workforce members.

Staff Engagement

Red Cross has conducted staff engagement surveys so that feedback obtained can be addressed in planning and setting priorities. The engagement surveys


Humanity

Neutrality

Impartiality

Independence

Voluntary Service

Unity

Universality

Australian Red Cross Code of Conduct


Respect

Integrity

Empowerment

Accountability

Representation

Champion

Organisational, Team and Individual Behaviour

reflect the organisation’s commitment to working collaboratively with the workforce to improve the work environment, performance and outcomes. Priority areas identified through these surveys include:

•Change Management

•Training and Development

•Communication

•Leadership

•Pay and Performance

• Innovation

•Retention.

Program Novar

Program Novar is a Red Cross organisation wide program that was initiated to bring our systems processes in line with where we want to be in the future as an organisation and is crucial to Strategy 2015.

The program consists of over 10 separate projects ranging from supply chain to finance.

For more information please visit the Program Novar wiki site http://wiki/display/BPI/ Program+Novar+Home

By working together, we can figure out how to ‘do things better’.


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Organisational PoliciesA suite of generic organisational policies specify how you are expected to behave as a member of the workforce. Some of the most important policy content is provided for you in the following summaries. All members (whether as a volunteer or as a staff member) of the Red Cross workforce must adhere to these policies. You should become familiar with the detail of these policies and refer to them if needing guidance in particular situations.

Please note that this manual only gives a summary of some policies. You should refer to the intranet for the ‘controlled’ copy of the full policy.

Media

The CEO or the Chairman of the Red Cross Board (or their authorised nominees) have responsibility for all media comment concerning matters involving actual or potential risk to the Red Cross reputation or where a comment by the CEO (or the Chairman of the Red Cross Board) would confer a major strategic opportunity for Red Cross. Any media request for comment on such matters should be referred immediately to the Head of Media.

All other media inquiries, including requests for information or a background brief must be referred to a member of the media team to discuss any ideas or opportunities that might arise for proactive promotion of our services or programs.

Privacy

Australian Red Cross abides by the Privacy Act 1988 (Cth) and the National Privacy Principles in dealing with personal information from its clients, corporate and individual supporters and donors, members of the public and Red Cross, volunteers and members (including prospective staff and volunteers).

For more information on Red Cross’s Privacy Policy please visit: www.redcross.org.au or contact [email protected]

Confidentiality

All ‘Confidential Information’ is solely and exclusively the property of Red Cross.

‘Confidential Information’ includes any trade secret or other confidential information relating to the Red Cross Board or Council, State/Territory Advisory Boards or of Red Cross management and terms of commercial or other contracts (including but not limited to leases, fundraising, gifts, business plans, marketing plans, budgets, business or financial affairs, lists of suppliers, members, volunteers or staff, reports, databases) and other documents (in any form), records (in any form) and software concerning Red Cross or its related bodies to which a workforce member gains access before, during and after employment or service.

Red Cross may through, or at the request of the Red Cross Board or CEO, decide to make certain information (including Confidential Information) available to the public or may be lawfully required to make the information available to others outside Red Cross. If you are uncertain what information is confidential or has been made or will be freely available to others, you must approach your manager prior to taking any action. During and after the term of the employment or service, workforce members must not divulge to any person or use any Confidential Information except:

• in the proper course of their duties

•as permitted by Red Cross.

During the term of employment or service, workforce members must use their best endeavours to prevent the publication, use or disclosure of any ‘Confidential Information’ and, so far as is reasonably practicable:

•maintain proper and secure custody of confidential information

•prevent the use by third parties of confidential information.


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Fraud

The Australian Red Cross Fraud Policy details our commitment to high ethical standards and accountability. Australian Red Cross is committed to preventing and dealing swiftly and appropriately with fraud in the workplace and has a ‘zero tolerance’ stance in relation to fraud. Australian Red Cross will take action to investigate all situations where there is a reasonable suspicion of fraud. All Red Cross people are responsible for fraud prevention and control.

Your responsibilities:

•act in accordance with the policy

•behave in accordance with the Red Cross Code of Conduct

•comply with ethics and standards associated with any professional body to which you may belong

•adhere to all other policies and procedures of Red Cross

•under the Whistleblower Policy, report any Fraud or Corruption which you may reasonably suspect has occurred or is occurring.

Computer Acceptable Use Policy

Inappropriate use of the Red Cross IT system and computers exposes the organisation to risks including loss of sensitive information, virus attacks, compromise of network, systems and services and legal issues. Red Cross is committed to protecting Red Cross staff, partners and the organisation from illegal or damaging action(s) by an individual or individuals, either deliberate or accidental.

Whenever you attempt to access the Red Cross IT System, you must agree to abide by the Computer Acceptable Use Policy before you will be given access to it. You do this by clicking ‘Yes’ to the on screen dialogue box that appears during the login process.

A copy of the Red Cross Computer Acceptable Use Policy is provided in your induction information. The policy may also be viewed on the intranet. The Red Cross Computer Acceptable Use Policy is available from a link on the wiki at: http://wiki/display/IT/Information+Technology.

Access to Red Cross Property and Materials

You will have access to Red Cross property and materials necessary to carry out your role. Red Cross will provide appropriate training to volunteers and staff regarding the use of equipment.

Red Cross property is defined as the resources belonging to Red Cross which are issued to conduct its business. Volunteers and staff are required to handle Red Cross property with care and consideration.

Red Cross assumes no liability for personal property of volunteers or staff which is brought to any Red Cross work site.

Communication Systems

All communication systems are to be used for work purposes only. The communication systems include, but are not limited to, email, telephone, internet, fax, voicemail, bulletin boards and interoffice mail.

Donations, Gifts and Payment

As a member of the workforce you are often in a position of trust and you must not use your position to seek or obtain any financial or other advantages for yourself, your family or other person or organisation. This includes soliciting or accepting gifts, rewards or benefits which may compromise your integrity. You must declare any gifts you receive to your manager.

However, it is essential that staff and volunteers exercise sensitivity to cultural and personal values in receipt of gifts. Where refusal of a gift would be considered insensitive, you should discuss this with your manager. You are also reminded that one of the seven Fundamental Principles is ‘voluntary service’.

Social Media

Social media includes, but is not limited to; Twitter, Facebook, YouTube, LinkedIn, blogs, forums, wikis and other social media platforms.

Red Cross recognises the importance of social media in shaping public thinking about the organisation. It provides an opportunity to interact and engage with an


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audience directly, at an individual level. Used positively, social media is an effective way to harness the power of humanity in support of organisational objectives.

All Red Cross People, when identifying themselves in social media, must publish or comment in social media in accordance with the Social Media Policy. All Red Cross activity must market the brand responsibly, professionally and in line with the fundamental principles and organisational strategic objectives.

Dress Standards

Red Cross does not have a compulsory uniform in any office, however a professional, clean, neat and tidy appearance should be maintained at all times.

In some Red Cross workplaces, Friday is casual clothes day. Please speak with your manager or HR team member to find out what is considered appropriate dress in your workplace.

Smoking

Smoking is not permitted within Red Cross buildings or by staff, volunteers or clients in Red Cross vehicles. At some locations, there are designated outside areas where smoking is permitted.

Drugs and Alcohol

Red Cross does not condone any use of drugs or alcohol that endangers the health or wellbeing of Red Cross volunteers, staff, supporters, clients or members of the public, threatens Red Cross operations or compromises the safety of its products and services. Volunteers or staff who use legally prescribed drugs in the workplace and have any reason to expect such use may affect their ability to perform their duties, must report this to their manager or team leader.

Animals in the Workplace

Volunteers or staff with visual impairment or blindness may bring their animal to their place of work. No other animals are allowed within Red Cross without prior consent from a manager or team leader.

Work Health and Safety (WHS)

It is the vision of Red Cross to be harm free.

We are committed to providing and maintaining a safe and healthy environment for volunteers, members, staff, contractors, clients, customers and others who may be affected by our work.

We do this organisationally through:

•providing appropriate systems, tools, resources, training and supervision

•setting, monitoring and publicising strategic objectives, targets and metrics to facilitate continuous improvement of our work health and safety systems and performance

•complying with work health and safety legislative requirements.

Your responsibilities

As Red Cross people, we are each responsible for:

•complying with Red Cross work health and safety processes, requirements and instructions

• thinking before acting, where necessary modifying our approach or asking for advice or assistance, to eliminate or minimise the associated risks

• reporting incidents, near misses and hazards, as these are vital to improving safety and health at team, state/territory and organisation-wide levels

•actively promoting values and behaviours that will continue to improve our safety culture and performance

•contributing to discussions about WHS, especially before changes will be made that could affect our health and safety or that of others

• telling our team leader or manager if we are suffering from any illness or injury that may affect our ability to perform our role.


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Human Resources Strategic FrameworkHuman Resources (HR) provides frameworks, policies, systems, processes and tools to ensure a contemporary and coherent approach to management of the workforce.

Human Resources focuses on the achievement of organisational objectives through the contribution of the workforce by building capacity, capability and culture.

Staff and Volunteer Management Lifecycle

Red Cross uses a life cycle approach to staff and volunteer management. The stages are plan, attract, engage, develop, support, reward, retain and transition. Each stage is critical to ensuring high performance at an individual, team and organisational level. The first two stages occur before a staff member or volunteer commences with Red Cross. ‘Engage’ commences on day one.

Red Cross Capability Framework

The Red Cross Capability Framework sets out the essential capabilities that the Red Cross workforce needs to demonstrate every day in order for us to be effective in our work in assisting vulnerable people. The framework is a practical tool that underpins many of our Human Resource activities.

Innovate


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Human Resources PoliciesRed Cross has a range of policies that sit within the overall organisational policy framework and align with the Red Cross strategy. HR policies provide guidance on a range of people management issues for all Red Cross people.

The HR policies that govern our workforce are listed below. You are advised to visit the intranet or wiki to obtain the current version of the policy as printed copies of policies are uncontrolled and may be out of date.

PLAN

HR PLA 01 Human Resources Framework Policy

HR PLA 02 Human Resources Policy Overview

HR PLA 03 Change Management Policy

ATTRACT

HR ATT 01 Recruitment and Selection Policy

HR ATT 02 Sponsorship of Overseas Candidates Policy

HR ATT 03 Staff Referral Policy

HR ATT 04 Police Check Policy

HR ATT 05 Protecting Children and Young People Policy

HR ATT 06 Relocation Policy

ENGAGE

HR ENG 01 Induction Policy

HR ENG 02 Attendance Policy

HR ENG 03 Probation Policy

HR ENG 04 Volunteer Engagement Policy

HR ENG 05 Corporate Volunteering Policy

HR ENG 06 Spontaneous Volunteering Policy

DEVELOP

HR DEV 01 Learning and Development Policy

HR DEV 02 Performance Review and Development Policy

HR DEV 03 Study Assistance Policy

HR DEV 04 Work Experience Policy

HR DEV 05 360o Feedback Policy

HR DEV 06 Mentoring Policy

SUPPORT

HR SUP 01 Annual Leave Policy

HR SUP 02 Personal Leave Policy

HR SUP 03 Long Service Leave Policy

HR SUP 04 Community Service Leave Policy

HR SUP 05 Leave Without Pay Policy

HR SUP 06 Special and Compassionate Leave Policy

HR SUP 08 Hours of Work / Time in Lieu Policy

HR SUP 09 On Call Policy

HR SUP 10 Flexible Work Arrangements Policy

HR SUP 11 Working from Home Policy

HR SUP 12 Flexible Work - 48/52 Policy

HR SUP 13 Equal Opportunity Policy

HR SUP 14 HIV in Employment Policy - Red Cross Workforce

HR SUP 15 Disciplinary Action Policy

HR SUP 16 Complaints and Grievance Policy

HR SUP 17 Children in the Workplace Policy

HR SUP 18 Workforce Access to EAP Policy

REWARD

HR REW 01 Remuneration and Benefits Policy

HR REW 02 Salary Packaging Policy

HR REW 03 Novated Lease Motor Vehicle Policy

RETAIN

HR RET 01 Secondment Policy

HR RET 02 Higher Duties Policy

HR RET 03 Parental Leave Policy

TRANSITION

HR TRA 01 Termination Policy

HR TRA 02 Redundancy, Redeployment and Retrenchment Policy


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Police Check

The Police Check policy applies to all Red Cross people - existing and prospective staff, volunteers, board members, state/territory advisory board members, committee members and office bearers and any member who as a volunteer, is involved in or wishes to be involved in providing services to vulnerable people.

In accordance with this policy all Red Cross people must:

•undertake a police check prior to commencement and every 3 years thereafter

•advise Human Resources if during their employment or placement with Red Cross they are charged with, or convicted of any criminal offence which is or reasonably may be regarded by Red Cross as relevant to their position, or the inherent requirements of their position.

Protecting Children and Young People

Red Cross acknowledges that working with children and young people is a critical responsibility and at all times, children and young people have the right to be safe and protected.

The primary aim of this policy is the protection and safety of children and young people and the prevention of abuse and neglect. Red Cross is committed to a range of strategies that minimise the risk of abuse to children and young people participating in Red Cross activities.

This policy applies to all Red Cross people who work, or come into contact, in any capacity, with children and young people through Red Cross activities and is applicable when reporting suspected or disclosed abuse or neglect of children and young people.

Attendance

Red Cross expects all members of its workforce to attend the workplace or notify their line manager as soon as practical (preferably before their planned start time) if they are unable to attend the workplace on a particular day, time or shift.

Failure to attend the workplace without notifying Red Cross is unacceptable and may result in abandonment of employment or disciplinary action which may include termination of employment or volunteer engagement.

All members of the workforce have a duty of care while at work to respect their own health and wellbeing and that of others, hence it is expected that members of the workforce remain at home when suffering from illness that is contagious.

Learning and Development

Red Cross recognises the essential contribution made by its workforce to the delivery of Red Cross programs and services. The capabilities of our workforce ensure that these services are delivered effectively and efficiently. Red Cross encourages excellence and continuous improvement by providing learning and development opportunities that are aligned with organisational objectives. It is recognised that staff and volunteers need both the technical competencies as well as behavioural capabilities to meet performance expectations. Learning and development is a shared responsibility between Red Cross and each member of the workforce.

Wiki Training Calendar

A National Learning and Development Training Calendar available to all Red Cross people can be found on the wiki.

To access the calendar, you will need to use your Red Cross login name and password when you click on the wiki.

<http://wiki/display/PandL/National+Learning+and+Development+Calendar>

The calendar details training events across Australia and enables all users to book themselves onto training courses or access further information with regard to course enrolment.


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Equal Opportunity

Red Cross aims to achieve a harmonious workplace and recognises the right of all people who interact with us to be treated with dignity and respect.

The purpose of this policy is to encourage a workplace culture based on Red Cross’ Code of Conduct and prevent unacceptable conduct. This policy sets out the processes and options available to all Red Cross people who encounter unacceptable conduct.

A Red Cross person must not engage in unacceptable conduct in the workplace. In particular, a Red Cross person must not engage in:

•discrimination

•harassment

•bullying.

Unacceptable conduct in these categories is set out in more detail in the policy, particularly in Section 3 – Definitions and in Attachment 2.

Red Cross will:

•promote appropriate standards of conduct in accordance with the Code of Conduct at all times

• take appropriate action against any Red Cross person who breaches this policy

• implement strategies to ensure that all staff and volunteers know their rights and responsibilities and are protected in relation to those rights.

This policy applies to the conduct of all Red Cross people in the workplace who are working at or on behalf of Red Cross (that is, staff, volunteers, members, and agents), whether the conduct is concerned with or involves other staff, volunteers, members, agents, contractors, customers, clients or visitors.

The ‘workplace’ includes any premises where Red Cross people conduct Red Cross business, including premises where Red Cross people attend functions, conferences and training sessions as representatives of the organisation. It also includes any premises where core work is undertaken, for example in clients’ homes, community venues and on Red Cross premises.

This policy refers to discriminatory or other unacceptable conduct as well as conduct which also could be a criminal offence such as violence, sexual assault or stalking. Conduct which may be a criminal offence must be referred to the police, where Red Cross is required to so refer in accordance with mandatory reporting requirements. In other cases, as a general rule, complaints of criminal conduct will be also referred to police, after consultation with the complainant.

In relation to cases of discrimination, bullying or harassment, the fact that the perpetrator may not have intended to behave inappropriately is irrelevant.

All Red Cross people are responsible for their own individual actions and conduct, including under anti-discrimination legislation and are personally liable under that legislation.

In addition, Red Cross as an employer may be legally responsible for discrimination and sexual harassment which occurs in the workplace or in connection with a person’s potential employment unless it can be shown that ‘reasonable steps’ have been taken by it to prevent the discriminatory conduct occurring.

Nothing in this policy is intended to affect the right of a person to approach an external agency such as the Australian Human Rights and Equal Opportunity Commission in relation to their complaint.

Contact Officers

If a workforce member needs to ask any questions about any aspect of unacceptable conduct they may contact their line manager, a member of the Human Resources team, or a Red Cross Contact Officer.

Red Cross Contact Officers are available to provide information about Red Cross equal opportunity, harassment, bullying and victimisation policies and to discuss options available to workforce members who may have a complaint.


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Disciplinary Action

As a workforce member you are required to perform and behave in accordance with Red Cross standards and the Australian Red Cross Code of Conduct. Should any issues arise, Red Cross will offer workforce members an opportunity to improve their performance or behaviour to Red Cross standards, except in circumstances in which summary dismissal is appropriate.

Red Cross is committed to ensuring that all issues regarding poor performance or behaviour and consequent disciplinary action will be handled appropriately, fairly and consistently and in line with the principles of natural justice.

Complaints and Grievance

Red Cross is committed to maintaining a workplace that encourages collaboration, cooperation and communication. It is recognised, however, that on occasions inappropriate behaviours or things may occur and that a complaints and grievance process may be required to be followed in order to resolve complaints or concerns about these matters.

This policy aims to ensure that complaints and grievances are handled and resolved in an appropriate, fair, transparent and timely manner and in accordance with the principles of natural justice.

The Red Cross Code of Conduct, relevant Human Resources policies and applicable enterprise agreements or modern awards may also apply when considering complaints and grievances.

This policy applies to all members of the Red Cross workforce – that is, both staff and volunteers.

Children in the Workplace

Many members of the Red Cross workforce combine family and work responsibilities. Red Cross aims to accommodate the family responsibilities of its workforce wherever possible and reasonable and acknowledges that there may be occasions when it is necessary to bring a child or children into the workplace.

Red Cross will consider a request to bring a child or children into the workplace with flexibility and sensitivity to the needs of both the Red Cross workforce member

concerned and those of all individuals in that workplace, noting that when Red Cross deals with personal and sensitive information it is guarded by strict privacy legislation. Such requests will be considered when it can be demonstrated that all reasonable alternatives have been explored by the workforce member. Red Cross also has a responsibility to all Red Cross people, the community and any children or other visitors to the work place for health and safety in the workplace.

Termination

Red Cross is committed to ensuring that it maintains the protection and security of all intellectual rights, confidentiality and the return of all property once a Red Cross workforce member leaves the organisation, regardless of the reason for separation. This policy aims to assist the Red Cross workforce member and manager to finalise administration in a compliant manner.

Red Cross is also committed to offering Red Cross workforce members who are leaving the organisation an opportunity to provide feedback about their experience of working, or volunteering, with Red Cross and of Red Cross working conditions, systems and culture.

This policy applies to all Red Cross workforce members who are no longer associated with Red Cross; this includes the resignation or termination of workforce members from the organisation, the completion of a contract of service, long term absence from the organisation and abandonment of employment.

Red Cross workforce members must return all Red Cross property as per the Red Cross Exit Checklist. Workforce members resigning from a program / service or leaving the organisation are required to return equipment, uniforms, identification card or badge, records, keys and any other property of Red Cross.

The manager must ensure the Red Cross workforce member provides a correct postal and email address for a payment summary and the online survey.


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Red Cross Information Technology provide important support services to help you in your work. The following overview will help you become familiar with how you can access these services as part of your work or volunteer engagement.

Accessing Red Cross IT Services

Red Cross information technology services can be accessed with proper authorisation. This means that all Red Cross people who are required to use Red Cross IT services in their work must login using an authorised, valid username and password.

Prior to starting work with Red Cross, your manager will have arranged through the IT Service Desk to have a username and an initial password created for you, as well as access to the network drives and applications you will need to do your job.

Although some desktop or laptop computers are used in Red Cross offices, you will find that most people use a ‘thin client’ to access Red Cross IT services. This will probably be a Wyse Winterm or something similar.

Irrespective of whether you are allocated a desktop computer, laptop or a winterm, you must log in to the Red Cross data centre using Citrix – the technology used to provide everyone using Red Cross IT Services with a standard, consistent computer desktop no matter whether a person connects from a remote regional office or from one of the larger offices.

Getting Started with IT

The main repository for information on ‘How to’ for Red Cross IT can be found on the wiki under Information Technology [01 Getting Started with IT]. In this space you will find a range of IT and Communication instructions and resources that may be helpful in your Red Cross work.

You can go to the Getting Started with IT space entering the link: http://wiki/display/IT/01+Getting+Started+with+IT directly into your Internet Explorer address line.

IT Support and Assistance

Contact the Service Desk for support and assistance relating to any computing and/or network based service. This may include assistance with computer or network faults, as well as support for standard applications such as MAVIS or Microsoft products.

Technical support for connection difficulties, application faults, or other major technical or service issues is available by calling:

Service Desk Hotline on 1800 982 060(or dial ext 7274 if you have a VOIP phone)

The Service Desk Hotline is open Monday to Friday 8am-5pm nationally.

For all other Service Requests, a Service Desk Job should be logged.

There are several ways to open the Red Cross Service Desk:

•Open Internet Explorer web browser and select the Service Desk link from the intranet

•Open Internet Explorer web browser and click Favourites – there is a link to the Red Cross Service Desk under all users Favourites menu.

No username or password is required to logon to this system as it recognises your network logon.

Instructions for logging and updating a Service Desk Job are available in the General QuickReference section of the wiki at: http://wiki/display/IT/General+IT.

Information Technology


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Username and Password

Usernames are usually made up of the first initial of a person’s first name then the person’s surname. This information will be forwarded to your manager from the Service Desk and you will be given the details you need about your username and password before you first log in.

After you log in to Citrix for the first time, you should change the initial password you were given to a private password that you have selected for yourself. All passwords should be regularly changed. Remember - your password is your identity on the system – it is like your signature and can be used track changes you have made or information you have accessed within the Red Cross systems.

You must NOT share your password with anyone else.

Guidelines for Choosing Your Password:•passwords are case sensitive and must be at least

seven characters long

•passwords must also have a combination of three of the following – upper case characters, lower case characters, punctuation marks or numbers

•you cannot use any one of your last 24 passwords or your username

•passwords will require to be changed every 90 days.

Instructions on how to change your network password can be found in the IT Training/Quick Reference Guides on the wiki, or by entering the link: http://wiki/display/ITGeneral+IT+Quick+Reference+Guides directly into your internet explorer address line. When your password changes, you will also need to make the change on wiki, your smartphone (if applicable) and you may want to change the password on Aurion at the same time.

Quick Reference Guides

Within the 02 IT Training Section of the wiki, you will find a range of Quick Reference Guides that may be helpful to you. The range includes, but is not limited to, How to check your work email from home computer, How to reduce the side of PowerPoint files.

For the full range of Quick Reference Guides, visit http://wiki/display/ITGeneral+IT+Quick+Reference+Guides.

Network Drives

Network drives are locations where you may store files and folders. To make these locations easy to locate, they are listed as drive letters.

F: Common Drive

Most of the data for your work location is stored in this drive. You will be provided with access to the subdirectories relevant to your department, for example Human Resources, Finance, Membership.

G: Common

In this drive, you will find folders relating to national departments or working groups, as well as other information that may be relevant for people in all states/territories or national office.

H: Personal Drive

Data stored in this drive is accessible only by you, or where necessary, a systems administrator.

Access to folders within the F and G Common Drives needs to be granted by the folder owner. If you are experiencing difficulty in accessing folders, contact the service desk.

Information stored on the network drives is protected by the system backup process. All information that is important to the organisation must therefore be saved to an appropriate network drive to be protected against data loss. Please also be aware that information saved to local PC or laptop drives is not backed up and is at risk from local drive failure or loss.


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John SmithMobile Manager99 Hamilton Place, BOWEN HILLS QLD 4006Tel +61 7 3327 7000 | Mob | Fax +61 7 3688 7990 |Email [email protected]

Internet Access

Red Cross provides access to the internet for business use by all staff and volunteers as required for your role. The internet is available from your Red Cross computer desktop using internet Explorer as the web browser.

Use of the internet must always comply with the Computer Acceptable Use Policy guidelines.

Intranet

The intranet is designed to provide Red Cross people with up to date information about important developments within the organisation. It is worth taking the time to become familiar with the intranet and to check daily for news and communications.

The intranet is available only to Red Cross staff and volunteers and is the default Internet Explorer homepage for all Red Cross computer users.

Wiki

The Red Cross wiki is a shared work space where you can create pages, discussion forums, store documents, shared calendars, write a blog, link with other pages and websites easily for yourself, your workmates, your program or department. Access the wiki through the intranet quick links or by entering wiki directly into Internet Explorer address bar. The login you use for the Red Cross wiki is the same as your login to the Red Cross IT system.

The wiki is for everyone in Red Cross.

Here are some ideas highlighting the power of the wiki:

•collaboration between teams spread across the regions or country

•storing procedures, training materials, documentation

•whereabouts calendars – to keep track of team movements

•sharing common documents.

People Update

People Update is a web based application that will allow you to:

•search for Red Cross people who have Red Cross IT accounts

•manage information such as phone numbers and addresses

•allow managers to update details of volunteer accounts

Once you have been given a telephone number, it is your responsibility to update People Update with the details. If any of your details within People Update are incorrect, contact your HR Business Partner.

The People Update User Guide and other details about using PeopleUpdate are available on the wiki at http://wiki/display/IT/People+Update.

Email and Microsoft Outlook

If you are not familiar with Microsoft Outlook, please talk to your manager or team leader so that training may be arranged for you. Instructions covering a range of uses of Microsoft Outlook are available in the Microsoft QuickReference section of the IT Training space on the wiki at http://wiki/display/IT/Microsoft+Outlook.

All Red Cross email addresses are created using the same format, with the username being followed by @redcross.org.au . For example: [email protected]

Electronic Mail Signature

Red Cross has a standard for email signatures which should be added to all sent emails.

Directions for creating your email signature are available on the Intranet by searching on email signature. Follow the detailed instructions in order to create your Red Cross signature.


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Accessing your Email Externally from outside Red Cross•Access through https://mail.redcross.org.au/exchange

•Your username is: RC_AU\username For example: RC_AU\khay

•The password is the same as your network password

•Red Cross domain is RC_AU

•Do NOT request the password to be saved for security reasons.

IT Training

The Red Cross IT Training Team offer training and support for MAVIS database, wiki, and some Mircosoft products. For more information on what IT training and support is available, follow the link to the IT Training section on the wiki at: http://wiki/display/IT/02+IT+Training or search for ‘IT Training’ using the wiki search function.

MAVIS, Tracing (ITRS) and People Affected by Migration (PAM) Database Training

Much of the training for the MAVIS/ITRS databases is now available as self paced elearning products. All staff who have access to MAVIS/ITRS will receive an email with links to the elearning modules for these databases.

You will find links to Quick Reference Guides – short step by step instructions covering a range of applications and links to elearn training products.

All requests for IT Training should be logged with IT Service Desk specifying the training required. A trainer will contact you to discuss your requirements. Alternatively, if you wish to speak with a trainer, please email IT Training at [email protected] and a trainer will be happy to discuss your training requirements.

Voicemail

All staff at Red Cross will have access to voicemail. Full details on how to create your voicemail account can be found under the Quick Reference Guides on the wiki. If the passcode for voicemail has not been reset from the previous user, contact the Service Desk.

Mobile Data

Nationally

•Use a local wifi network.

•Connect to the local Red Cross network when in a Red Cross office.

•Log off each time you have obtained the data to do your work.

•Set smartphones to ‘pull’ email manually.

Internationally

•Switch your Australian issued data service off.

•Purchase a local SIM card.

•Use the local wifi network.

•Use your accommodation’s internet service.

Data charges for international use via the Australian Telstra network is charged in excess of $15 a megabyte.


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GlossaryAurion A database that manages a variety of HR related activities – such as payroll – as well as

other people related information.

Aurion Self Service Where staff can access their pay details and leave balances and maintain their personal information, and where managers / team leaders can monitor and manage their teams.

Blood Service Australian Red Cross Blood Service

Complaints Officer Workforce member appointed by Red Cross who is responsible for assisting with handling, investigating and resolving EO complaints.

Contact Officer Staff member appointed by Red Cross who is trained to provide other members of the workforce with information and support to resolve discrimination, harassment or bullying in the workplace.

EO Equal Opportunity

HENRI National Resource Centre catalogue and collections which is accessed through the Red Cross intranet.

ICRC International Committee of the Red Cross

IFRC International Federation of the Red Cross and Red Crescent

IHL International Humanitarian Law

MAVIS Mavis (Members, Appeals, Volunteers, Instructors, Students) is the core customer relationship database for Red Cross and stores the details of all persons or organisations which have a relationship with Red Cross.

NGO Nongovernment organisation

NLT National Leadership Team

NRC National Resource Centre

OSCAR Red Cross intranet

PD Position Description

PRD Performance Review and Development

Red Cross people Collective phrase which includes staff members, volunteers and members Denotes more than just our workforce by including members.


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GlossaryStaff member A Red Cross person who is employed in a paid capacity on a permanent, maximum term

or casual contract.

All staff are employed under a contract of employment (generally set out in a letter of offer) – in addition, some staff are subject to a modern award or an enterprise agreement.

A staff member has an employment relationship with Australian Red Cross. The word ‘employee’ may be used in some instances where it has a specific legislative application.

Staff – aid worker (or ‘delegate’)

Red Cross employee who is deployed overseas as a paid international aid worker. The word ‘delegate’ is commonly used internally within the Red Cross Red Crescent Movement.

‘Aid worker’ is used in external communications.

Staff – casual Red Cross employee who is typically employed on an hourly basis. Hours worked are irregular and often vary.

Casual staff do not have a set pattern of hours of employment, and do not have any reasonable expectation of ongoing employment.

A casual has no leave entitlements and is therefore paid a loading on top of their ordinary time hourly rate as compensation.

Staff – maximum term contract

A Red Cross employee who has a contract of employment with Red Cross where their employment will continue for a defined maximum period (that is, until the expiration of the maximum period or until the specified task or project is completed), and under which the employment may be terminated by either party prior to its expiration in accordance with the terms of the contract.

Staff – ongoing A Red Cross employee who has a contract of employment with Red Cross on an ongoing basis to provide paid work on a full time or part time basis under which the employment relationship has a defined start date but not a predetermined termination date.

Team leader A front line manager who has a team of people reporting to them.

The team generally has a single disciplinary focus.

The team leader typically reports to a manager.

Team leaders are classified as level 2 in the Capability Framework.


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Team member A staff member accountable for their own performance and contributes to team performance.

Team members do not have any people directly reporting to them on a day to day basis.

Team members are classified as level 1 in the Capability Framework.

Volunteer A Red Cross person who undertakes an activity:

• to be of benefit to the community and the mission, vision and objectives of Red Cross of the volunteer's own free will

• for no financial payment; and

•who does not have an employment relationship with Red Cross while performing the activity.

Wiki An online shared workspace.

Work environment Any premises where Red Cross people conduct Red Cross business.

This includes premises where Red Cross people attend functions, conferences, training sessions as a representative of Red Cross, as well as any premises where core work is undertaken, for example in clients’ homes.

It also includes the use of motor vehicles while on Red Cross business.

Workforce The Red Cross workforce is comprised of both staff and volunteers.

Work Health and Safety (‘WHS’)

A cross disciplinary area concerned with protecting the safety, health and welfare of people engaged in work or employment or volunteer engagement.

A comprehensive systematic approach to managing WHS in our workplaces.

Workplace Health and Safety Management System (‘WHSMS’)

Designed to pick up nationally all legislation applicable to Red Cross this management system is aligned to the OHS Standard AS / NZ 4801: 2001 the WHSMS is a manual available on the intranet.

Glossary

Workingasone

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2–3Part 2 - Australian Red CrossJuly 2012

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Part 2 • Table of Contents

Introduction 2-4

Mutual Expectations 2-7

Support and Recognition 2-10

Organisational Policies 2-11

2–4Part 2 - Australian Red Cross July 2012

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Introduction

We want to make sure from the outset that your volunteering

experience is enjoyable and rewarding and that you

feel that as a member of the Red Cross workforce you are

treated respectfully and professionally.

On starting your volunteer role you would have

received all the information you needed to work safely

and effectively prior to your attendance at the National Induction Workshop. Part 1 of the Induction Manual

has provided you with important information

relevant to all members of the Australian Red Cross workforce. Part 2 is a supplement to Part 1 and

specifically relevant to people in volunteer roles.

Your responsibilities as a volunteer are described so

that you can feel confident about meeting organisational

expectations.

The content also includes information about

development opportunities and policies specific

to volunteers.

Don’t forget you can find a lot more information about

the organisation on our website. You can always seek

further information from your team leader/manager if needed.


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The importance of Volunteers

The importance of volunteers cannot be overstated. Voluntary service is one of the Fundamental Principles of the Movement. You are the ‘Power of Humanity’ expressing the humanitarian values of the Movement through your work.

Since 1914, Red Cross volunteers have been responding to the needs of Australians by extending and enriching the effective delivery of services and assisting thousands of vulnerable people.

Your willingness to give your time to the programs and services we offer makes a real differences in the lives of the most vulnerable.

Today, more than 30,000 volunteers are involved in a wide range of Red Cross services and programs throughout Australia.

Voluntary Service

Volunteering with Red Cross means that you volunteer freely (not from a desire for material or financial gain or because of external social, economic or political pressure) and in accordance with the seven Fundamental Principles of the Red Cross Red Crescent Movement, to benefit vulnerable people and their communities.

Your voluntary service is organised by Red Cross representatives and can be given on a regular or occasional basis. As a volunteer you do not have a legal employment relationship with Red Cross.

What Volunteers Do

More detailed information on Red Cross programs and services is available in Part 1 of this manual. The seven priority areas and four crosscutting themes which are the focus of Red Cross work are also described. You will also find information about Red Cross volunteers and their work on the Red Cross website.

The following summary lists some of the services and programs in which our volunteers typically work.

Emergency Services

•Community Education and Preparedness

•National Registration and Inquiry System (NRIS)

•Personal Support

•Single Incident Support


•First Aid Health and Safety (FHS)

•Red Cross Retail Stores

•Community Programs

•Community Visitors Scheme

•First-Steps Employment Program

•Foodcents Program

•Friends Program

•Mental Health (MATES)

•Refugee and Asylum Seeker Assistance

•Save-a-Mate (SAM)

•Telecross

•Yconnect?

Volunteering empowers people to take an active part in the development of their own communities, to take responsibility for the needs of others and to make an impact in their own lives. Volunteering often starts at home, but together, volunteers can change the world.

2011 marked 10 years since the inaugural international Year of Volunteers in 2001, and through a General Assembly Resolution, the United Nations called for this anniversary to be marked across the planet.

Red Cross continues to uphold the aims of the UN General Assembly, those being to promote the values of volunteering, recognise the value of volunteering, build and reinforce volunteering networks both nationally and globally, and help people tap their potential to make a real difference.


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Young Volunteers

Red Cross recognises the substantial contribution young people can make and encourages young people to bring their diverse skills and energy to Red Cross volunteering. If you are under the age of 18 you are required to have written consent of a parent or legal guardian prior to volunteering.

Young people can undertake voluntary work with Red Cross through:

•community projects

•governance (youth advisory committees and round table discussions)

• International, national and regional events (conferences and forums)

•Red Cross community services

•Red Cross retail stores and/or commercial operations (must be 15 years or older to work in a store)

•Red Cross youth, for example, Yconnect?

•school based programs

• International Humanitarian Law – through IHL Action groups, with different names across different states.


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Mutual ExpectationsTo ensure that there is a satisfying and effective partnership between you as a volunteer and Red Cross, it’s important that both parties have a good understanding about their respective rights and responsibilities.

Red Cross is committed to providing you with a rewarding experience by offering opportunities for personal growth and development, social contact with a diverse group of people and the opportunity to give something back to the community.

What you can expect from us:

• to be valued and respected whoever you are; treated as an equal member of the workforce; and, offered full involvement and participation

•a comprehensive induction into the organisation and your role

•a detailed position description to help you understand the principal duties and responsibilities of your role and the associated qualifications and skill requirements needed to fulfil the role

•an appropriate matching of your skills and experience to a role in the provision of services offered by Red Cross

•clear performance expectations and standards

•meaningful assignments, effective supervision and timely feedback and support

•a professionally managed and administered volunteer program

• recognition of the skills and experience you bring to the organisation

• reimbursement for any reasonable out of pocket expenses

•communication of relevant changes in policy and procedures

• the opportunity to apply for new roles

•attention to your welfare and work conditions in relation to work shifts, particularly during disaster response

•an effective process for resolution of grievances

•up to date and secure volunteer records

•protection of your privacy

• recognition of your right to decline or change your mind regarding a voluntary activity

• recognition for your continuing commitment and contribution to Red Cross.

Our volunteers accept that Australian Red Cross has the right to:

•evaluate your performance

• require the completion of assignments to a specified minimum standard

• request that volunteers participate in relevant learning and development activities

•engage only those volunteers who meet specified criteria in volunteer work.


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As a volunteer you are expected to:

•abide by and work within the Fundamental Principles of the Red Cross Red Crescent Movement

•be a worthy representative of Red Cross and refrain from behaviour and activities that would reflect poorly on the organisation and/or raise questions about the integrity of the organisation or otherwise cause embarrassment to the Red Cross

•comply with all Red Cross policies, procedures and practices

•complete a police check prior to commencing a volunteer role. This needs to be renewed every three years

•carry out your role with due care and diligence and work in a reliable manner as specified in your position description

• respect the privacy and confidentially of clients, supporters, volunteers, staff, members, partner organisations and members of the public

• respect people as individuals and value their beliefs, opinions and choices

• treat all people with courtesy, sensitivity and consideration

•maintain respectful and professional relationships with people with whom you come into contact during the course of Red Cross business. This includes clients, supporters, volunteers, staff and members of the public.

•work as a team member

•use appropriate language

•give and receive constructive feedback as appropriate, including the documentation and submission of reports of unusual incidents

•dress according to the conditions and performance requirements of your volunteer duties

• refrain from accepting or seeking gifts of any kind while undertaking your Red Cross role

• refrain from possessing/using illegal drugs and alcohol while undertaking your Red Cross role

• follow organisational policy and procedures to resolve any issues with other Red Cross volunteers, staff, clients, supporters or members of the public

•comply with all reasonable instructions to protect your health and safety and that of others

•have a general understanding of, and respect for, Red Cross governance structures in decision making

•attend Red Cross designated induction and training programs and seek assistance, guidance or information on your performance

• fulfil agreed commitments or renegotiate commitment if necessary

•work in mutually agreed locations and times

•give adequate notice of resignation; preferably a minimum of two weeks.


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Your rights as a volunteer

As a volunteer you have the right to:

•be advised of Red Cross seven Fundamental Principles

•be advised of policies and procedures which are relevant in your work as a volunteer

• receive adequate orientation and induction to Red Cross and your assigned tasks, including appropriate job training

• receive an appropriate position description

•negotiate a position or role which utilises your special skills, interest, experience and qualifications and takes into account time constraints. (This includes the right to renegotiate or change your area of involvement if circumstances allow and with the consent of your team leader/manager)

•be supported in your work with effective leadership and supervision and receive appropriate and timely feedback about performance

•work as a team member and be treated as a coworker

•be heard and contribute ideas, skills and knowledge and to have input and raise questions through appropriate communication channels

• receive recognition for your involvement and contribution

•say no to participation in activities or acceptance of responsibilities outside your position description

•be supported by appropriate workplace health and safety programs and policies

•be granted access to grievance procedures

• receive reimbursement for reasonable out of pocket expenses

•protection of confidential personal information whilst engaged in Red Cross activities

•withdraw or resign from your volunteer activity.

Your Responsibilities as a Volunteer

As a Red Cross volunteer you represent the organisation in the community and therefore must behave in a manner consistent with the Red Cross Australian Code of Conduct and the seven Fundamental Principles:

Humanity Neutrality Voluntary ServiceUniversality Impartiality IndependenceUnity

All Red Cross workforce members are expected to conduct themselves in accordance with the highest standards of professional and ethical conduct in the performance of their duties and responsibilities as detailed in the Australian Red Cross Code of Conduct, Ways of Working statement and Client Service Charter. You are responsible for your behaviour and the decisions you make in your Red Cross volunteer role.

Support

A number of people and systems support you in your voluntary service. You are encouraged to raise any issues or questions you have with your team leader/manager. You also can access Red Cross support systems such as the Employee Assistance Program (EAP) or interpreters, for example, if you need to debrief after an incident.


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Support and RecognitionAppointment

You will not begin your voluntary work until you have been officially informed of your placement and have completed all necessary screening and paperwork including the signing of your position description.

Orientation

Orientation sessions are held regularly to ensure that you have a good understanding of the organisation as a whole and to provide information about Red Cross policies and procedures, working conditions and your rights and responsibilities as a volunteer.

Induction

You receive specific on the job training to provide you with the information and skills necessary to perform your volunteer assignment. This includes the responsibilities and boundaries of your volunteer position and reporting responsibilities. The timing and methods for delivery of such training is matched to the complexity and demands of the position and your capabilities.

Supervision

You will receive support and guidance from your team leader/manager to assist you in carrying out your work. You are encouraged to actively seek assistance, guidance or information where necessary; and to provide relevant feedback to your team leader/manager.

Your team leader/manager guides you and provides job specific training, feedback, reassurance and encouragement and is readily available to answer your questions and discuss issues. They will make sure that you get adequate rest periods and that your work arrangements comply with Workplace Health and Safety (WHS) requirements.

Performance Feedback

You are encouraged to have informal open and honest discussions with your team leader/manager on a regular basis about work performance and goals. These discussions are an opportunity for both of you to examine and develop your relationship and to take action as needed. Your conversations about performance will include discussions about work practices and training and development needs.

Review

You will have the opportunity to review your role with your team leader/manager at appropriate intervals so that any adjustments which are needed can be made.

If either you or your team leader/manager think that your appointment is not working out, a new position may be found. You might be asked to wait for reappointment until a suitable new position becomes available.

Recognition

Red Cross values the contributions of volunteers and recognises both formally and informally the valuable work of volunteers. Informal recognition, including regular positive feedback for a job well done, is the responsibility of each team leader/manager. Formal recognition occurs through the Red Cross Awards program.

Other forms of recognition include the celebration of National Volunteer Week and International Volunteer Day; public recognition in the media; and a Statement of Volunteer Service which acknowledges the nature, frequency and duration of the work undertaken by a volunteer.

Learning and Development

Red Cross is committed to ensuring that you have the necessary skills, experience and knowledge to undertake your work safely and effectively, through the provision of relevant training and development programs. You will be actively encouraged to participate in relevant learning and development opportunities to ensure the ongoing development of your skills and knowledge and to maintain your motivation.

From time to time, other specific training and development opportunities will be provided as well as the opportunity to participate in workshops and attend conferences.

Career Paths

You are encouraged to develop your skills while volunteering with Red Cross and encouraged to assume additional responsibilities or to take on different roles where your preference, skills and knowledge permits.


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Organisational Policies

Volunteer Identification

New volunteers are issued with a volunteer identification card or badge which they must carry when performing volunteer duties for Red Cross. Some volunteer positions require that identification must be returned upon termination of voluntary service with Red Cross.

Change of Volunteer Position

If you are already a volunteer with Red Cross and apply for a new volunteer position you will be interviewed for that position. If you are appointed to the new position you will receive appropriate orientation and training before you start the new role. Any screening procedures required for a specific position must be completed even if you have already been working with Red Cross.

Partner Organisations

In a number of instances, Red Cross provides services to vulnerable clients in partnership with other community organisations such as hospitals and schools. These partnerships are often formalised by Memorandums of Understanding that specify the roles and expectations of Red Cross volunteers. In particular, the Memorandums of Understanding will cover joint agreements about matters such as how the service will be delivered, the role of the volunteer, confidentiality, managing complaints and grievances, and disciplinary action procedures. Volunteers are advised of these conditions and must comply with the agreement.

Reimbursement of Volunteer Expenses

Red Cross aims to ensure consistency, efficiency and equity in meeting reasonable out of pocket expenses incurred by volunteers in the course of carrying out approved volunteering tasks; and, to remove any financial barriers for those who otherwise might not be able to afford it.

Reimbursement will be made only for authorised expenses where relevant receipts and/or other documentation as required are produced.

Volunteers have the option of claiming expenses and donating the amount of their claim back to Red Cross. All donations over $2 made to Red Cross are tax deductible and a receipt can be issued for taxation purposes upon request.

Leave of Absence

A volunteer who requires a temporary leave of absence should discuss the matter with their team leader/manager. When a leave of absence is taken, records are maintained for up to twelve months. Upon return to active volunteer work, every effort will be made to return the volunteer to the same or similar role if this is requested by the volunteer.

Part 1 of the Induction Manual provides you with important information on some key policies. In this section we have included some information on policies and procedures that are specifically relevant to volunteers.


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Absenteeism

Some roles require volunteers to commit to a regular time for their volunteer activities. If you are unable to attend or are going to be late you should notify your team leader/manager prior to your scheduled start time to enable a replacement to be found if required. Continued absenteeism adversely affects the provision of Red Cross services and may result in a review of your work role.

Resolving Issues

It is Red Cross policy to resolve behaviour and performance issues in the most informal and positive manner possible, such as through counselling, additional training or supervision, reassignments and/or verbal warnings.

However when a volunteer, as a representative of Red Cross, engages in behaviour that is unacceptable, disciplinary action, including termination, may be necessary. It is the responsibility of the team leader/manager to intervene when behaviour is seen to be inappropriate. The Code of Conduct is very helpful in clarifying what is deemed unacceptable behaviour. A volunteer may be stood down or dismissed where:

•conduct has failed to comply with the expectations and policies of the organisation, the Code of Conduct and/or the seven Fundamental Principles of the International Red Cross Red Crescent Movement

•behaviour is likely to bring Red Cross into disrepute through fraud, theft or wilful disregard for the regulations of the organisation.

Where it appears there is cause for the services of a volunteer to be suspended or terminated, the volunteer will be informed of the issue and be given every opportunity to explain their actions in accordance with organisational policy. However, in serious circumstances similar to serious misconduct in the case of a staff member the services of a volunteer may be terminated with immediate effect.

Insurance for volunteers

Legislation does not allow volunteers to be covered under Red Cross workers’ compensation policies. Instead, volunteers are covered under a Red Cross Voluntary Workers Insurance policy. This covers medical expenses for injuries resulting from activities that Red Cross asks you to perform, including those covered in your position description. As stipulated by legislation, the insurance does not cover costs for treatment which is covered, fully or partly, under Medicare.

Red Cross also has Public Liability Insurance to provide you with indemnity against claims made by other people.

As with all insurances, the decision about whether a claim is accepted or not is made by the insurer based on the terms and conditions of the policy and the specifics of the claim.

If you are injured while volunteering, you need to seek first aid if required, and tell your team leader or manager immediately. They will ask you to complete an Incident and Hazard Report Form, to enable them to investigate the incident and put actions in place to prevent a similar event happening.

This is a brief overview of insurance policies that provide coverage for Red Cross volunteers. For further information on these types of insurance, please contact Human Resources.

Volunteer Records

Red Cross maintains personal records of each volunteer which are the property of the organisation and are treated as confidential documents. It is the responsibility of the volunteer to inform their team leader/manager of any changes in their personal details or changes to circumstances that may affect their work. Volunteers have the right to access their records. Red Cross will not disclose information to a third party without permission of the volunteer unless required or permitted by law to do so.


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Leaving Red Cross

You may resign from your voluntary role at any time and for any reason. The intention to resign should be conveyed to your team leader/manager giving as much notice as possible and preferably no less than two weeks.

In regard to resignation from a particular program or service, you are encouraged to discuss reasons for your departure with your team leader/manager. This will provide you with an opportunity to indicate if another activity or service would be of interest.

In some service areas, you may develop direct relations with clients or a partner community organisation and notifying a client or partner organisation of your resignation must be handled sensitively. You and your team leader/manager can determine the best approach to take. Your team leader/manager can then formally notify a client or partner organisation.

On leaving Red Cross, you will be provided with an Exit Feedback form to complete. This provides you with an opportunity to give feedback about your volunteering experience with Red Cross and also to make suggestions on areas which could be improved. You are obliged to return all Red Cross property prior to leaving the organisation.

A Final Word

We hope that your volunteering experience is a joyful and positive experience. Thank you for joining Red Cross. We look forward to your contribution as a volunteer.

Workingasone

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Part 3 • Table of Contents

Introduction 3-4

Information and Records 3-5

Aurion Self Service 3-5

Human Resources Strategic Framework and Policies 3-8

Employment Arrangements 3-14


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Introduction

As a new Red Cross Staff member you will already have received information such as your position description and some policies and procedural information. This part of your induction materials provides additional information about Red Cross processes and systems and highlights policies specifically relevant to staff. For further information on any content relating to working conditions and benefits you should refer to the full policy documents on the intranet and wiki, or speak with your local HR Manager, Business Partner or your immediate Manager.


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Information and RecordsYour most useful source of organisational information and updates on all matters relevant to your employment at Red Cross is the intranet and wiki. You are encouraged to make use of these and contribute as relevant to help maintain the currency and relevance of the information.

Aurion Self ServiceAurion Self Service is a feature of the payroll system used by Red Cross. Aurion Self Service provides you with information such as what leave you have available and also allows you to perform many other tasks in real time using a secure internet link. You can access your personal information 24/7, either at work or from home. This includes viewing and updating the following:

•personal contact details

•emergency contacts

•bank account details for payroll

• regular deductions for payroll.

You can use Aurion Self Service to:

•complete online timesheets (where required)

•submit claims for mileage when you use your own car for Red Cross business

•submit leave request applications

•check your leave balance as at a specific date, for example, today or at a future date

•view and print your current and previous payslips

•gain access to training materials and other useful tools

•access relevant staff communications and links

•view and print your annual payment summary (previously called your ‘group certificate’)

You are responsible for ensuring that personal information held within Aurion is up to date and accurate. You can either update details yourself using the Aurion Self Service system or notify your local HR person of any changes in personal status that have an impact on employment entitlements or if your contact information or personal details have changed.

Protect your privacy. It is strongly recommended that you do not set your web browser to remember your username and password. This may allow others to logon using your details and access your personal information.


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Passwords

Staff new to Red Cross will receive details of their Aurion user ID and initial password directly from Aurion Payroll Services via email notification. Your password is confidential and must not be shared with others. You are responsible for all transactions performed in the system using your login details, including transactions that require your approval if you are a team leader/manager.

When logging onto Aurion Self Service for the first time, you will be prompted to change your password. Your password must follow these rules:

•consist of at least seven characters

•contain at least one uppercase, one lowercase and one numeric character.

If you forget your password, click on the ‘Forgot Password’ box and a new password will be sent to you via email.

If you are denied access, contact Aurion on 1300 733 729 for further assistance.

AURION Self Service URL

The URL for Aurion self-service is: https://selfservice.asp.aurion.com.au/redcrprd

If you don’t receive your login and password within the first week, please email: [email protected] or your local HR person so that this can be arranged.

You can view payslips online using Aurion Self Service. If you believe your pay is incorrect please email Aurion on: [email protected]

You should also notify your HR team member so that they can follow up on your query.

All changes (e.g. completion of HECS repayments, changes to deductions) must go directly to Aurion: [email protected]

If you need to escalate any payroll related matters, after you have contacted Aurion then please contact your local HR team member.

Logging on to Aurion Self Service

1 Open your Internet Explorer browser

2 Enter the Aurion Self Service URL in the address bar https://selfservice.asp.aurion.com.au/redcrprd

3 Enter your Aurion user ID

4 Enter your Aurion password

5 Click the login button

If you experience problems logging on to Aurion Self Service, contact Aurion on 1300 733 729 or email: [email protected]


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Aurion Self Service Homepage

Aurion Self Service User Guide

For further help you can access the Aurion Self Service User Guide which is available on the Self Service home page.


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Human Resources Strategic Framework and PoliciesRed Cross has a range of policies that sit within the overall organisational policy framework and align with Red Cross strategy. HR policies provide guidance on a range of people management issues for all Red Cross people and their use is encouraged as a first point of call for any advice required.

HR policies apply to all members of the Red Cross workforce. The policies do not apply to the Australian Red Cross Blood Service.

Contractors (including agency contractors) are also covered by the policies in relation to duties and obligations, unless specifically excluded. They are not, however, eligible for any of the benefits arising from these policies.

Some information on key policies is provided here for your convenience.

Please note that printed copies of policies are uncontrolled. Therefore, you are advised to visit the intranet or wiki to ensure you are reading the current version of the policy.

Definitions

‘Aurion Self Service’ The people information system powered by Aurion where staff can access their pay details and leave balances and maintain their personal information, and where line managers can monitor and manage their teams.

‘behavioural capability’

Behavioural capabilities refer to the behaviours Red Cross expects its people to demonstrate in order to be successful in achieving its objectives.

The capabilities are organised into five behavioural families – model, think, achieve, lead and collaborate.

‘capability’ Capability has two components – technical competency and behavioural capability.

A personal characteristic that contributes to effective or outstanding performance in a particular role and provides the individual with an indication of the behaviours that will be valued, recognised and rewarded by the organisation.

Capabilities describe ‘how’ people work as opposed to ‘what’ they need to do.

‘Capability Framework’

The Red Cross framework that organises individual capabilities into a format that can be readily used to develop human resource programs to meet specific organisational needs.

‘capacity’ Refers to the workforce resourcing needs – the right number of staff and volunteers at the right time and place, with the appropriate cost of staff labour.


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‘contractor’ An individual or organisation that provides a particular service to achieve a particular outcome or result.

A contractor is not a staff member or volunteer but complies with all policies, procedures and directions.

‘CEO sub delegations of authority’

The allocation of delegated authority from the Chief Executive Officer (CEO) to others.

‘Enterprise Bargaining Agreement (‘EBA’)’

A legally enforceable document with a nominated commencement and expiry date that covers the employment terms and conditions of a group of staff members and the employer.

An EBA must be approved and certified by Fair Work Australia, and may continue to apply to staff members past the nominal expiry date until it is formally terminated or replaced.

‘executive’ An individual who develops vision, defines long term organisational strategic direction and is accountable for organisational performance.

The executive level is responsible for positioning and representing the entire organisation positively.

Individuals at this level include members of the National Leadership Team.

Executives are classified as Level 4 in the Capability Framework.

‘Fair Work Act 2009 (‘the Act’)’

The Fair Work Act 2009 (Cth) – an Act of the Commonwealth of Australia Parliament.

‘Fair Work Australia (‘FWA’)’

The national workplace relations tribunal which is an independent body with power to carry out a range of functions relating to the safety net of minimum wages and employment conditions; enterprise bargaining; industrial action; dispute resolution; termination of employment and other workplace matters.

‘line manager’ The person who is immediately responsible for the management of another member(s) of the workforce.

This is a function (not a title) and it could be carried out by a person whose title is team leader, manager or executive.


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‘manager’ An individual responsible for some or all of the following: people, financial, functional, thought or change leadership outcomes.

Individuals at the manager level, lead and implement strategies and operational plans to achieve organisational objectives.

The manager level leads specialist (functional or knowledge areas) or complex, multidisciplinary teams.

An individual at the manager level typically reports to an individual at the executive level.

Managers are classified as level 3 in the Capability Framework.

‘Modern Award’ An enforceable document created by Fair Work Australia containing minimum terms and conditions of employment in addition to any legislated minimum terms.

Acting as a complement to the National Employment Standards, a modern award may include terms covering any of the following matters:

•minimum wages

•skill based classifications and career structures

• incentive based payments, piece rates and bonuses

• type of employment

•arrangements for when work is performed

•overtime and penalty rates

•annualised wage arrangements

•allowances

• leave, leave loadings and arrangements for taking leave.

‘National Employment Standards (‘NES’)’

A set of 10 minimum employment standards as set out in the Fair Work Act which include:

•maximum weekly hours

• requests for flexible working arrangements

•parental leave and related entitlements

•annual leave

•personal / carer’s leave

•compassionate leave

•community service leave

• long service leave

•public holidays

•notice of termination

• redundancy pay.


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‘National Leadership Team (‘NLT’)’

The National Leadership Team supports the Chief Executive Officer (CEO) in strategic planning and the day to day operations of Australian Red Cross.

Includes the managers responsible for each of the key functional areas and the 8 state and territory Executive Directors.

NLT meets regularly to plan strategy, review progress against agreed business plans, and address key operational challenges.

NLT members are classified as level 4 in the Capability Framework.

‘Notional Agreement Preserving State Award (‘NAPSA’)’

Contains certain preserved entitlement from state awards.

NAPSAs will be transitioned out of the federal workplace relations system within three years or earlier, if replaced by a modern award.

‘Red Cross’ Term used to refer to Australian Red Cross, not the broader Red Cross Red Crescent Movement.

‘Red Cross people’ Collective phrase which includes staff members, volunteers and members.

Denotes more than just our workforce by including members.

‘staff’ (or ‘staff member’)

A Red Cross person who is employed in a paid capacity on a permanent, maximum term or casual contract.

All staff are employed under a contract of employment (generally set out in a letter of offer) – in addition, some staff are also employed under a modern award or enterprise agreement.

A staff member has an employment relationship with Australian Red Cross.

The word ‘employee’ may be used in some instances where it has a specific legislative application.

‘staff – aid worker’ (or ‘delegate’)’

Red Cross employee who is deployed overseas as a paid international aid worker.

The word ‘delegate’ is commonly used internally within the Red Cross Red Crescent Movement.

‘Aid worker’ is used in external communications.


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‘staff – casual’ Red Cross employee who is typically employed on an hourly basis.

Hours worked are irregular and often vary.

Casual staff do not have a set pattern of hours of employment, and do not have any reasonable expectation of ongoing employment.

A casual has no leave entitlements and is therefore paid a loading on top of their ordinary time hourly rate as compensation.

‘staff – maximum term contract’

An individual who has a contract of employment with Red Cross where their employment will continue for a defined maximum period (that is, until the expiration of the maximum period or until the specified task or project is completed).

Where the employment relationship may be terminated by either party prior to its expiration in accordance with the terms of the contract.

‘staff – ongoing’ A person who has an employment relationship with Red Cross on an ongoing basis to provide paid work on a full time or part time basis.

The employment relationship has a defined start date but not a predetermined termination date.

‘team leader’ A front line manager who has a team of people reporting to them.

The team generally has a single disciplinary focus.

The team leader typically reports to a manager.

Team leaders are classified as level 2 in the Capability Framework.

‘team member’ A staff member accountable for their own performance and contributes to team performance.

Team members do not have any people directly reporting to them on a day to day basis.

Team members are classified as level 1 in the Capability Framework.

‘technical competency’

Technical competency refers to the specialist skills which are required for certain roles. It includes competencies such as project management, financial management, community development, social work, administrative or information technology skills.


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‘volunteer’ A Red Cross person who undertakes an activity:

• to be of benefit to the community and the mission, vision and objectives of Red Cross

•of the volunteer’s own free will

• for no financial payment; and

•who does not have an employment relationship with Red Cross while performing the activity.

‘work environment’ Any premises where Red Cross people conduct Red Cross business.

This includes premises where Red Cross people attend functions, conferences, training sessions as a representative of Red Cross, as well as any premises where core work is undertaken, for example in clients’ homes.

It also includes the use of motor vehicles while on Red Cross business.

‘workforce’ The Red Cross workforce is comprised of both staff and volunteers.

‘Work Health and Safety (‘WHS’)’

A cross disciplinary area concerned with protecting the safety, health and welfare of people engaged in work or employment or volunteer engagement.

‘Work Health and Safety Management System (‘WHSMS’)’

A comprehensive systematic approach to managing WHS in our workplaces.

Designed to pick up nationally all legislation applicable to Red Cross.

This management system is aligned to the OHS Standard AS / NZ 4801: 2001.

The WHSMS is a manual available on the intranet.


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Employment ArrangementsYour letter of appointment describes the specific terms and conditions of your employment. The information below summarises the key aspects of employment arrangements at Australian Red Cross.

Fair Work Australia

Fair Work Australia (FWA) is the national workplace relations tribunal which is an independent body with power to carry out a range of functions relating to the safety net of minimum wages and employment conditions; enterprise bargaining; industrial action; dispute resolution; termination of employment and other workplace matters. Five new Modern Awards under the Fair Work Australia framework govern terms of employment and conditions.

Modern Awards Applicable to Red Cross Staff

•Clerks, Private Sector Award 2010

•Employee Services Industry Award 2010

•General Retail Industry Award 2010

•Social, Community, Home Care and Disability Services Industry Award 2010

•Storage Services and Wholesale Award 2010

Other Awards Applicable to Red Cross Staff

•ARC Society (WA Division) Inc Certified Agreement 2006 – 1 Nov 2009

•Australian Nursing Federation Registered Nurses Workplace Agreement 2007

•Lady Lawley Cottage Enrolled Nurses and Residential Care Workers Certified Agreement 2007

•SA Division Enterprise Agreement 1 July 2006 – 2009

Probation

In order to maintain a high quality and engaged workforce, new appointments (part time, full time, permanent and maximum term positions) at Australian Red Cross are subject to a probationary period. This offers both the employer and the new staff member the opportunity to determine the appropriateness of the appointment. Refer to the policy document for details specific to your terms of employment.

Online Survey

On completion of your probationary period, you will have an opportunity to complete an online Induction Survey and provide feedback to Red Cross about the induction process. Your feedback assists Red Cross in identifying areas which need improvement and changes in business practices which may be required.


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Remuneration and Benefits

Red Cross uses an internationally recognised human resources methodology for evaluating roles and determining remuneration levels to ensure that remuneration outcomes are fair, equitable and systematic. Requests for an increase in wage or benefits or reclassification must be made on the Reclassification/Salary Increase proposal form (available on the Intranet or via HR). This policy applies to all staff.

Benefits

Red Cross offers a range of benefits to staff. The following list covers the various nonlegislated benefits Red Cross offers staff:

•staff referral payment (for specified positions as determined by the Director, Human Resources or delegate)

• formal and informal learning and development opportunities

•paid parental leave for both parents

•paid community service leave to assist in emergency or military operations

•up to five days of paid compassionate leave (only two days is legislated)

•flexible work arrangements

•salary packaging

•higher duties for staff when acting in a more senior role

• retrenchment payments regardless of length of service

•9% superannuation employer contribution for staff who earn less than $450 per month, even though this is not a legislative requirement.

Salary Payments

Salaries are paid fortnightly through electronic transfer of funds to a nominated bank or credit union account. Provisions for deductions can be made and this requires the completion of formal notification forms. Payslips are issued electronically except for a small number which are paper based.

Some Red Cross staff are required to complete timesheets, if so you will be advised of this on commencement of your appointment. You are responsible for completing your timesheet – in most cases this will be completed online using Aurion and will be authorised by your manager. Any queries in relation to salary should be directed to Aurion, at: [email protected]

Workplace Giving

The Australian Taxation Office provides an immediate taxation reduction if you choose to contribute to the Red Cross Workplace Giving Program. The decision to participate in Workplace Giving must be a voluntary decision by an individual employee and participation is confidential.

The benefits of participating in the Workplace Giving Program include:

•staff donations are deducted before tax is calculated on salaries, providing an immediate tax benefit every time you donate

• the scheme is incorporate as part of the Red Cross payroll system

•donations will help provide existing Red Cross programs and services to the community.


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Salary Packaging

You are strongly advised to read the policy on Salary Packaging in detail and to seek independent advice. The information provided here is only a summary of key features of salary packaging.

All full time, part time and casual Red Cross staff are eligible for salary packaging. This includes both staff with an ongoing employment relationship, as well as staff on maximum term contracts. Staff can choose whether or not to participate in salary packaging. Staff can select the mix of salary and benefits within the package to best meet individual needs, provided it is compliant with this policy and legislation.

Red Cross reserves the right to cancel or vary eligibility to salary packaging at any time. Participation is at the discretion of Red Cross and benefits can be withdrawn at any time.

How much can be salary packaged?

A range of benefits can be packaged without attracting FBT. The amount that can be spent on such benefits is approximately $16,049 (the equivalent of an average of $617.29 per fortnight) where the payments are not subject to GST. This is equivalent to a grossed up value of $30,000 in the period 1 April to 31 March of the next calendar year. This benefit can be realised in 26 equal amounts or may be accelerated to the end of the FBT year (that is, 31 March) at the staff member’s discretion.

What can be salary packaged?

•Capped or full FBT benefits

These benefits include:

– child care expenses

– health insurance premiums

– Higher Education Loan Program (HELP) (previously HECS)

– investment plans

– personal loan repayments

– private domestic travel

– private home mortgage repayments

– private home rental payments

– private overseas travel

– public transport costs

– Salary Packaging Payment Card

– school fees.

•Concessionally taxed benefit items

•Additional superannuation contributions

•Remote area allowances

FBT Free Benefits

These items can be packaged over the $30,000 threshold:

•disability/income protection insurance

•financial counselling fees

• laptop/notebook computer and associated accessories (must be used primarily for business purposes)

•mobile/car phones and accounts (must be used primarily for business purposes)

•professional memberships and subscriptions

• relocation expenses

•self education expenses

•work related travel.

Meal Entertainment

This item can be packaged over the $30,000 threshold, is exempt from FBT and will not add to the reportable fringe benefit amount on payment summaries (previously know as ‘group certificates’).

Items that can be claimed include:

• restaurants (including family restaurants where meals are consumed on their premises)

•bistro, hotel meals and drinks (but not drinks without food)

•catering costs paid to a professional catering firm or reception rooms for functions (where the sole dominant purpose is the consumption of food and drink)

• taxi fares, to and from the restaurant in relation to meal entertainment expenses.


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Venue Hire

Venue Hire is claimed via reimbursement by providing the original receipt/tax invoice and a completed claim form. Items that can be claimed include:

•holiday accommodation, including hotels, motels and other similar units of accommodation

•hire of a reception centre, function room or marquee

•a corporate box or other similar arrangement where the seats have exclusive use and naming right attached

•boats or planes where the boat or plane has been hired in its entirety.

Motor Vehicle Leasing

Motor vehicle leasing may be packaged in addition to the allocated cap of $16,049 of GST free payments (that is, about $30,000 of grossed up value per annum). Refer to the Novated Lease Motor Vehicle Policy.

Service Provider

Administration of salary packaging services at Red Cross is managed by Maxxia. Staff are responsible for administration fees charged by the provider for administering of packaging arrangements.

Red Cross has no liability for a staff member’s taxation obligations or any other outcomes resulting from salary packaging.

Salary Packaging During Leave

Staff may be required to cease or suspend any salary packaging arrangements during any period of leave. In most instances approval of any period of leave without pay for a period of more than 4 weeks will require the staff member to cease or suspend salary packaging.

Ceasing Packaging

Staff may elect at any time to cease salary packaging by giving twenty eight (28) days notice in writing to Maxxia.

Annual Leave

Red Cross staff are required to take regular annual leave in accordance with their entitlement under the National Employment Standards (NES) in the Fair Work Act 2009 and Red Cross policies.

This annual leave policy applies to non casual staff who are employed on a maximum term or ongoing contract of employment.

Entitlements

• full time staff are entitled to 20 days annual leave per year

•part time staff are entitled to 20 days annual leave per year on a pro rata basis

•shift workers may be entitled to five weeks of paid annual leave in line with the NES, relevant Modern Award or Enterprise Agreement

•additional hours or overtime worked will not attract additional leave accrual

•staff may only take accrued annual leave.

Personal Leave

Red Cross provides personal leave for staff to be absent from work on account of:

•personal illness or injury (formerly known as sick leave)

• illness, injury or sudden emergency of an immediate family member, or member of the staff member’s household (formerly known as carer’s leave).

This policy applies to non casual staff who are employed on a maximum term or ongoing contract of employment. Casual staff and contractors may request leave of absence for the purpose of personal leave.


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Eligibility Criteria

•personal leave entitlements accrue from year to year

•all full time staff are entitled to 10 days paid personal leave each anniversary year, unless their employment agreement or contract states otherwise

•all part time staff accrue personal leave on a pro rata basis

•a Red Cross staff member on a maximum term contract will accrue a pro rata personal leave entitlement directly proportional to the span of their fixed term engagement

•casual staff are entitled to be unavailable for work or to leave work to care for a child, domestic partner or immediate family member who is sick or who requires care due to an emergency. Such leave is unpaid. A minimum of 48 hours absence is allowed with additional absence by agreement

• in circumstances where status of employment is amended (for example, from part time to full time), the staff member’s paid personal leave balance will be adjusted to reflect the maximum entitlement under the new status of employment. The existing balance will be preserved at the time of the changes and then future accrual will be at the appropriate pro rata rate for the new time fraction

•should staff exhaust their personal leave entitlements, they are entitled to a further two days of unpaid carer’s leave per occasion in an unexpected emergency.

Insufficient Paid Leave Credits

If staff have insufficient hours within their personal leave accrual the staff member should speak with HR as they may apply to have the hours deducted from the following:

• rostered days off (where a signed and current arrangement to accrue RDOs is part of the staff member’s terms and conditions of employment)

• time in lieu (TIL)

•annual leave

•other leave (where other leave has been accrued)

• leave without pay (LWOP).

Long Service Leave

Long Service Leave (LSL) is a provision of the National Employment Standards (NES) whereby the entitlement to Long Service Leave is based on length of completed service. Refer to the detailed policy document for further information.

Community Service Leave

In accordance with the National Employment Standards (NES), Community Service Leave is provided to support Red Cross staff members who are required to attend for Jury Duty, engaged on compulsory leave for Australian Defence Force Reserve training commitments and/or are involved in recognised voluntary emergency services including state Fire and Emergency Services.

A Red Cross staff member who engages in an eligible community service activity such as the Australian Defence Force or Emergency Services is entitled to be absent from his or her employment for a period of time that may include:

• time when that person engages in the activity

• reasonable travelling time associated with the activity

• reasonable rest time immediately following the activity.

Red Cross accepts no responsibility or liability for accident or injury, which may be sustained in the course of participation in such activities. This policy applies to:

•all Red Cross staff (Jury Duty)

•staff who are members of recognised voluntary emergency services (for example, SES, CFA and RFS)

•staff who are members of the Australian Defence Force Reserve (Navy, Army and Air Force).

Leave Without Pay

Leave Without Pay (LWOP) provides staff with the ability to take an approved period of unpaid leave from Red Cross. Except for the provision for LWOP under the Personal Leave Policy, LWOP will only be considered in exceptional circumstances and is discretionary, based on the needs of the organisation. This policy applies to all staff.


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Other Leave

In exceptional circumstances and at the discretion of Red Cross, Special Leave may be approved in situations where no other leave provision applies. Each application will be considered on a case by case basis.

Compassionate Leave is provided to support staff when a serious or life threatening illness is experienced by an immediate family or household member and also in the event of the death of a member of the staff member’s immediate family or household. Compassionate Leave applies to all Red Cross.

Parental Leave

This policy recognises the contribution staff make to the organisation and aims to promote the mutual benefits of keeping in touch and returning to work after the birth or adoption of a child. It also specifies entitlements and flexible work options for staff in their capacity as primary caregivers and domestic partners. The policy covers parental leave for:

• the birth mother before and/or after the birth of a child

• the domestic partner of the birth mother immediately before and/or after the birth of a child

• the ongoing care of a child born to the staff member or their domestic partner

• the adoptive parents on the adoption of a child.

On Call

Under some circumstances, Red Cross may require a staff member to be available on call outside of normal work hours. Where a staff member is rostered on call, an ‘on call allowance’ will apply as compensation for this inconvenience.

This policy is applicable to any staff member covered by an award or industrial agreement which makes this provision. On call allowance does not apply to casual staff or managers, employed on common law contracts which indicate an expectation of a flexible approach to hours worked.

Flexible Work Arrangements

The organisation is committed to providing workplace flexibility to assist staff to attain reasonable balance between their employment and family caring, cultural, health or other responsibilities and obligations.

This policy exceeds the legal obligations of Red Cross as an employer under the Fair Work Act 2009.

This policy applies to all Red Cross staff whose primary place of work is in Australia, whether they are employed full time, part time, permanent or maximum term. This policy does not apply to casual staff unless the casual staff member meets the criteria of ‘long term casual employee’ as defined under relevant sections of the Fair Work Act 2009 and the National Employment Standards.

Working from Home

Australian Red Cross recognises that the changing nature of work, enhancements in technology, the need to balance work with non work needs and the desire to reduce commuting time can all lead to requests to work from home. Red Cross is therefore open to considering specific requests from staff and volunteers to work from home.

The policy outlines the matters that Red Cross will take into account when considering a request to work from home and the process for making such a request.

The policy applies to all members of the Red Cross workforce. The formal requirements of this policy apply where a member of the workforce is requesting a working from home arrangement of more than three consecutive days and/or more than six single days in a year.

The policy does not apply to requests to work from home as part of a Return to Work Plan after illness or injury. Refer to the WHS Management System for this Information.


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Flexible Work –48/52

48/52 Leave provides permanent staff with the option to take up to four weeks of additional unpaid annual leave a year, by adjusting their salary to 48 weeks paid over the 52 weeks. Staff may opt for one of the following options:

• four weeks extra leave per year – 48/52

• three weeks extra leave per year – 49/52

• two weeks extra leave per year – 50/52

•one week extra leave per year – 51/52.

The standard annual salary is then reduced and averaged across the full year, that is, if a person works 48/52, their annual salary is reduced by the four weeks (of additional unpaid leave) and the reduced annual salary is then paid across 52 weeks.

This policy applies to all Red Cross staff whose primary place of work is in Australia, whether they are employed full time, part time, permanent or maximum term. This policy does not apply to casual staff unless, the casual staff member meets the criteria of ‘long term casual employee’ as defined under relevant sections of the Fair Work Act 2009 and the National Employment Standards.

Performance Review and Development

The Performance Review and Development (PRD) process is a collaboration between staff and their line managers. The PRD process is designed to establish a clear ‘line of sight’ between the contributions of individuals and the achievement of team and organisational objectives. Equal emphasis is placed on how staff work, what staff do and the importance of staff development.

The PRD process is initiated as soon as a staff member completes their probationary period. The key elements of the process are listed below.

Performance plan (July)

Mid year review (February)

Annual performance review and development appraisal (June)

Ongoing review/feedback meetings

June

July

February

Ongoingreview &feedback

Mid year review

Planning

Performance Reviewand Development

Determine anddocument Team

Goals, Individual Responsibilities

and Key Measures to support Strategy

2015 goals

Annual formal

assessment


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Study Assistance

Red Cross may provide paid study leave, flexible working hours or financial assistance for study costs associated with Red Cross approved studies or preparation for and attendance at assessment tasks or examinations.

Red Cross encourages staff to undertake study towards a formal qualification that will contribute to Red Cross achieving its long term objectives, enhance work performance and support personal career directions.

To ensure there is a consistent approach to the approval of study assistance and to maintain equity in the support provided to staff throughout Red Cross the study assistance program is administered and funded on a national basis.

Secondment

A secondment is a cooperative arrangement between two functions/services or an external organisation where an individual is temporarily transferred to another position or organisation. Red Cross encourages secondments in order to provide development opportunities for staff to assist in achieving its strategic objectives. It is recognised that individual skills and knowledge may be enhanced by secondments. Secondments also have organisational benefits including exchange of information and ideas, promotion of organisational relationships and investment in organisational effectiveness. The secondment arrangements should be consistent with the roles and responsibilities of the staff members and the objectives of the organisation. A secondment can only occur with the agreement of all parties involved.

Higher Duties

Red Cross is committed to providing its staff with learning and development opportunities including opportunities to act in a position of higher responsibility or classification. Red Cross views the opportunity to act for a short period in role of higher responsibility as a career and personal development opportunity. Some circumstances that may allow for higher duties include but are not limited to:

• the absence of a staff member on leave or secondment

•a delay in the commencement of a new staff member after a resignation

•a delay in an appointment to a newly established position

• the extended absence of a staff member due to illness

• the secondment of a staff member to a maximum term position.

Implementation of higher duties will remain at the discretion of the National Management Team, taking into account related budget, operational and departmental requirements at the time.

This policy applies to all staff in permanent and maximum term contract roles, excluding the CEO.

Resignation of Workforce Member

Resignation notice periods differ depending on whether an employment contract is governed by a modern award, an agreement or a common law contract. Staff will need to check relevant documents for notice periods or seek clarification from HR.

End of Contract

Please refer to:

• the contract of employment for conditions relating to the end date and notice period

•payroll and salary packaging information.


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Notice of Termination by Red Cross

If a manager wishes to terminate a workforce member’s employment due to unsatisfactory performance and/or behaviour, the manager is required to follow the procedure listed in the Disciplinary Action Policy.

HR must be consulted before terminating any workforce member’s service.

Criminal Behaviour

Where the behaviour of a workforce member has resulted in termination of employment and that behaviour may constitute criminal behaviour the police will be informed by HR.

Summary Dismissal

Red Cross may terminate a workforce member’s employment without notice in cases where the workforce member is guilty of serious misconduct. Some examples of conduct which may justify summary dismissal include:

•commission of a crime in the course of employment (including theft, fraud or assault)

•dishonesty

•disregard for the law

• intoxication or being under the influence of illicit drugs where that endangers the safety of fellow team members or the public

•misleading or defrauding Red Cross

•neglect of duties (if the neglect occurs with sufficient regularity and is of a sufficiently serious nature)

•persistent misconduct

•physical or psychological abuse including threats of violence

•serious harassment, sexual harassment, discrimination or bullying

•serious safety breaches

•serious breaches of the Code of Conduct or organisational policies

•significant misuse or damage of organisational property

•wilful disobedience of a lawful and reasonable instruction that is consistent with the contract of employment.

Before summarily dismissing a staff member, the manager must refer to the Complaints and Grievances Policy and Disciplinary Action Policy in addition to seeking advice from HR.

If the situation does not warrant summary dismissal, Red Cross will follow the procedure listed in the Disciplinary Action Policy and should the performance and/or behaviour warrant termination, the workforce member will be given the notice as per this policy.

Feedback

Red Cross workforce members leaving the organisation other than those who have been dismissed are entitled to an exit interview with their manager or HR upon request. Red Cross understands that exit interviews may be sensitive in nature and will attempt to keep the conversation as private as possible. However, in the instance whereby an item requires follow up or poses a risk to Red Cross, HR will undertake appropriate follow up.

A Red Cross workforce member is entitled to a copy of the completed exit interview form if requested.

Red Cross Online Survey

All terminating Red Cross workforce members are given the opportunity to provide feedback by completing an online survey. Completing the online survey is optional. Data from the online survey will be reviewed by HR and where appropriate, HR will request that the former Red Cross workforce member be available for an exit interview for further discussion of any issues. A former Red Cross workforce member may refuse the request for an exit interview.


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Redundancy, Redeployment and Retrenchment

A fair process will determine future arrangements for staff member/s whose position/s are made redundant. Redundancy of a position does not always mean that the person who has been employed in that position will no longer be employed by Red Cross. However, redundancy of a position may result in retrenchment of a staff member. This policy applies to:

•permanent staff (either full time or part time)

•maximum term contract staff (where the position of the staff member becomes redundant prior to expiration of the maximum term)

•staff engaged for a specific task or project (where the task or project is terminated prior to completion).

If a staff member is on secondment to another position within Red Cross, the staff member’s substantive position is within the scope of this policy.

This policy does not cover:

•a staff member who is engaged on a short term or project basis in a seconded position in Red Cross, in respect of the position to which he or she is seconded

•a casual staff member

•a maximum or fixed term staff member whose position is no longer required upon the expiration of the term of employment

•a staff member engaged for a specific project or task, when that project or task is completed.

In addition, the policy does not cover:

•volunteers

•contractors, including people employed by labour hire companies and agencies.

Determining Redundancies

Redundancy of a position may be due to, but is not limited to, one or more of the following reasons:

•a restructuring of all or part of a business, service, function or program

•closure of all or part of a business, service, function or program

• rationalisation and/or seeking improved operational efficiencies

• technological change

•a service, function or program being altered or discontinued

• loss of business

• loss of funding

•economic downturn.

Career Transition

Red Cross will offer career transition support to staff who are affected by organisational restructures. This will include an offer of a career transition program provided by an external organisation for staff who are retrenched and paid for by Red Cross.

In addition, staff can access the services of the Employee Assistance Program (EAP) which is a free and confidential program.

Reemploying a Retrenched Staff Member

A staff member who is retrenched will not be eligible for reemployment by Red Cross for a period of at least 12 months, unless the CEO approves reemployment. This will only occur in exceptional circumstances based on the recommendation of the Director Human Resources and the relevant National Leadership Team (NLT) member.

This restriction will also apply in the case of a retrenched staff member who approaches Red Cross for engagement as an independent contractor within 12 months of the date of retrenchment.

A Final Word

We trust that you will find your time at Red Cross a rewarding and interesting experience. Remember if you need help or support on any matter seek advice from your team leader/manager or local HR team member.

www.redcross.org.au

National Office

155 Pelham Street,

Carlton VIC 3053

T 03 9345 1800

National Office

155 Pelham Street

Carlton VIC 3053

T 03 9345 1800

ACT

Cnr Hindmarsh Drive & Palmer Street

Garran ACT 2605

T 02 6234 7600

NSW

464 Kent Street

Sydney NSW 2000

T 02 9229 4111

NT

Cnr Lambell Terrace & Schultz Street

Larrakeyah NT 0820

T 08 8924 3900

QLD

49 Park Road

Milton QLD 4064

T 07 3367 7222

SA

207-217 Wakefield Street

Adelaide SA 5000

T 08 8100 4500

TAS

40 Melville Street

Hobart TAS 7000

T 03 6235 6077

VIC

23-47 Villiers Street

Nth Melbourne VIC 5051

T 03 8327 7700

WA

110 Goderich Street

East Perth WA 6004

T 08 9225 8888

Documents

Induction Handbook Low resolution