HUMANITARIAN LEADERSHIP ACADEMY

Our mission is to empower people around the world to prepare HUMANITARIAN for and respond to LEADERSHIP crises in their ACADEMY own countries.

why? People affected by climate-related disasters 400,000,000 300,000,000 People affected by climate- 200,000,000 100,000,000 0 2000 2005 2010 2015 2020

Why? The uneven quality of personnel is a major limiting factor in humanitarian response (DFID Humanitarian Emergency Response Report, 2011). The cost of inaction is now greater than the cost of action: in the last decade, the world spent $2.7tr more on natural disasters than usual; the same disasters are costing Unilever around 300m a year. (Paul Polman, CEO Unilever, 2014). International action was most effective when enabling, facilitating and supporting local actors. (Tsunami Evaluation Coalition, 2007).

In the next five years we LL formally recognise the skills of 150,000 humanitarians support over 100,000 people to receive high quality training establish ten country-based centres reaching out to more than 40 other countries create partnerships with organisations around the world, bringing together different sectors and experts to share ideas and develop innovative solutions help develop sustainable business models for at least 60 local organisations training humanitarians develop over 100 case studies demonstrating good practice and innovation and translate them into local languages develop a system for measuring the impact of learning on humanitarian responses

How we ll do it We will Work with partners across the entire system Draw on experience and expertise of non-recognised humanitarians Provide a global public good Build sustainable business models at the national level Use collaborativeapproaches at local, national and regional level Use international quality standards for learning and development Incorporate continual learning and evaluation as we build evidence on what works Put innovation and technology at the forefront

governance

Learning strategy

approach Needs assessment Strategy and priorities identified Investment in or recognition of products or services Strategic local, national and international partnership identified Prototyping Scale up/contextualisation Review/evaluation

Delivery model Collaborative partnerships Academy Centre Online

Digital platform An online system for people to access a portfolio of training and learning opportunities, tools and resources, and communities of practice Product design process Digital platform Academy Centre support

Improve the quality of learning provision through strategic local, national and international partnerships to develop: A portfolio of high quality, locally appropriate, training and learning opportunities designed to support learning and development in the sector, including trainer development, assessor training and coach training A Learning library with tools and resources to support, for example, learning strategy, learning needs analysis, learning delivery, coaching, mentoring, assessment and guides on topics such as social and mobile learning, how to use informal learning effectively Communities of practice to share learning and good practice Support training providers to improve the quality of learning, set up quality assurance systems and attain external accreditation and recognition of excellent learning provision.

Deliver high quality humanitarian learning through strategic local, national and international partnerships to develop and deliver A portfolio of high quality, locally appropriate, training and learning opportunities designed to increase the level and skills of people preparing for and responding to humanitarian emergencies A Learning library with a range of off-line and online tools and resources to support learning on risk management and humanitarian response in a range of languages Communities of practice to share learning and catalyse innovations in humanitarian learning Support training providers to pilot, review, contextualize, scale up and deliver sustainable, quality assured learning provision and reach non traditional actors in humanitarian response

Measure impact of humanitarian learning by developing A humanitarian learning measurement strategy in consultation with key international, national and local stakeholders. An online Learning Impact Measurement System which can provide useful data on Return on Investment and on Expectation and data to answer the Academy s research questions A portfolio of high quality training in learning impact evaluation and learning analytics A Learning library with tools and resources to support learning impact measurement Communities of practice and learning fora to share learning and innovations in learning impact measurement Support training providers to access and use the Learning Impact Measurement System and other learning evaluation and impact measurement techniques

Evidence strategy

In the business plan Establish Learning Impact Measurement System (Learning Strategy) Use LIMS to help organisations assess improved performance and return on investment (Learning Strategy) Building evidence of learning/capacity building impact Coordinate the Academy with other initiatives, including the DEPP

Aim of evidence strategy To help answer these two questions: How do we know that learning interventions are having an impact on humanitarian outcomes? How do we know which learning interventions are having the greatest impact?

Knowledge strategy

Aim of knowledge strategy To increase the accessibility and diversity of knowledge of good practice in the humanitarian sector.

In the business plan Identification and capture of good practices 100 case studies actively disseminated (including translations/localisations) 50 local good practices and innovations incorporated into a range of learning programmes (link to Learning Strategy) Construction of a humanitarian search engine A resource library

Knowledge activities 1. Profiling local solutions to humanitarian challenges (case studies) 2. Translating and localising resources 3. Knowledge search

Links: Learning, knowledge and evidence Learning Strategy Knowledge Strategy Evidence Strategy Comments Learning Impact Measurement system The learning impact measurement system will provide mass data on the impact of learning on individual and organisational performance. This data has the potential to be used to address the Academy s Research questions too. Case Studies Some case studies will be incorporated into learning programmes. This could enhance relevance and localisation of programmes. Translation services Learning programmes, tools and resources can be translated and contextualised to increase accessibility and impact. Research There is the potential to provide answers to key questions related to learning strategy such as: Is there evidence that learning interventions improve resilience and response to humanitarian crises? Do quality standards in learning/training lead to more effective response? Resource library A number of learning resources and tools related to both learning and development and humanitarian learning programmes can be signposted or found in the resource library.