Over the past five years, ALNAP has used its 2008-2013 strategy to help us focus our work and guide the development of our workplans. Find out more about the review process.
Now, our current strategy (2008-2013) is ending and we've commissioned an independent consultant, Dr Sheila Inglis of SMCI Associates, to review how we've measured up against our five strategic objectives (you can remind yourself of them in the strategy document).
ALNAP's strategy for 2008/2009 to 2012/2013 provides an updated, more precise direction for the future, building on ‘The Vision for ALNAP’, launched in 2002. The new strategy is set in the broader context of the changing humanitarian landscape.
Part 1 re-emphasises the original ALNAP Vision and provides a clear mandate and mission. It articulates four key values that encapsulate ALNAP's ethos and way of working.
Part 2 explains the expected strategic context for ALNAP's work, and outlines recent trends, challenges and future expectations. The humanitarian community has to work cooperatively to meet these challenges, and future success depends on mutual trust between individuals and agencies, and on openness to learning.
Part 3 describes ALNAP’s strategic horizon and addresses the key issues to be tackled directly in the current five-year period. Of particular importance is the emphasis on bridging gaps between humanitarians in the 'South' and the 'North', and between policy-makers and practitioners. With this in mind, the strategy takes an explicitly global approach to learning, along with a renewed focus on ensuring that outputs have real practical utility.
Part 4 presents ALNAP's five strategic objectives, outlining specific actions expected to bring about specific results. It stresses the continued importance of improving learning and evaluations and ensuring better networking to improve performance. ALNAP will be more systematic in monitoring progress on performance and will aim to inform and influence senior decision-makers in the system to bring about positive change.
Part 5 suggests how to meet the big challenge of monitoring the effects of ALNAP's work, to assess the contribution ALNAP makes to improving learning, accountability and performance. This requires a carefully structured approach consisting of a workplan for implementation, a communications strategy and a monitoring plan. Each of these will be developed and put in place by the secretariat.
"I would like to thank the many individuals who have actively contributed to this strategy, and continue to participate in making ALNAP an effective and respected forum for active learning. A willingness to work together in this way demonstrates the collective commitment we all have to improving the lives of those people who are affected by humanitarian crises."
Eleanor Monbiot, former chair, ALNAP